managing technical professionals: managing remote teams

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IEEE ENGINEERING MANAGEMENT REVIEW, VOL. 41, NO. 2, SECOND QUARTER, JUNE 2013 3 Managing Technical Professionals: Managing Remote Teams —TUNA B. TARIM President, Manager IEEE Technology Management Council IEEE DOI 10.1109/EMR.2013.2259971 IN today’s globalized world, managing the activities of remote teams and employees is almost inevitable. In the last few articles, we discussed the challenges we to face when transitioning from individual contributor to manager, dealing with difcult employees and ways for handling performance reviews. Since having remote teams is becoming more of a norm these days and less of an exception, I decided to focus this article to managing remote teams, and include some of my own experiences. What would you say are the major challenges of managing remote team: different time zones, different countries, different cultures, different languages, not seeing faces and reactions during meetings, and not being able to stop for a quick chat. To avoid the perception of “out of sight, out of mind” recognize that communication drives successful remote team performance. This list is not conclusive, and you may add many other challenges, based on your experiences. So, if so many challenges are encountered with remote teams, why would any one want to have remote teams? Years ago one of my new managers told me that he wanted to manage one of my remote teams. When asked “why,” he responded that his team was too small; if we consolidated his team with the remote team, his team would become larger. Needless to say, he did not end up managing the remote team—he required coaching. Another new manager told me that, she not only didn’t want to include any remote employees in her team, but she didn’t even want any remote employees in our organization participating in any of her projects, because it was too difcult to “control” their activities—she also required some coaching. Managing team members’ activities that are not sitting next to your ofce is indeed difcult, but then again, this is just another responsibility of the manager. Remote does not necessarily mean another country; it could be the next state, the neighboring city, or another site in the same city. Regardless of the location of the remote team, the manager has a responsibility to nd a way to work effectively and efciently with the team members. At one time three teams reported to me; one of them was remote, the second a mix of local and remote employees, and the third one was all local. At rst my local team was so problematic, that during my performance review, my manager told me that I had a better relationship with my remote team, than I had with my local team and that I had to x that. She analyzed the situation correctly and I did x it. In the nal analysis managing the activities of remote teams depends on two-way communication that is understood by both sender and receiver. Here are a few points to consider as you try to manage remote teams and meet objectives. 1. If you are responsible for a team in another country,

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Page 1: Managing technical professionals: managing remote teams

IEEE ENGINEERING MANAGEMENT REVIEW, VOL. 41, NO. 2, SECOND QUARTER, JUNE 2013 3

Managing Technical Professionals:Managing Remote Teams—TUNA B. TARIMPresident, ManagerIEEE Technology ManagementCouncil

IEEE DOI 10.1109/EMR.2013.2259971

IN today’s globalized world,managing the activities of remoteteams and employees is almostinevitable. In the last few articles,we discussed the challengeswe to face when transitioningfrom individual contributor tomanager, dealing with difficultemployees and ways for handlingperformance reviews. Sincehaving remote teams is becomingmore of a norm these days andless of an exception, I decidedto focus this article to managingremote teams, and include someof my own experiences.

What would you say are the majorchallenges of managing remoteteam: different time zones,different countries, differentcultures, different languages,not seeing faces and reactionsduring meetings, and not beingable to stop for a quick chat. Toavoid the perception of “out ofsight, out of mind” recognize thatcommunication drives successfulremote team performance. Thislist is not conclusive, and youmay add many other challenges,based on your experiences.So, if so many challenges areencountered with remote teams,why would any one want to haveremote teams?

Years ago one of my newmanagers told me that he wantedto manage one of my remoteteams. When asked “why,” heresponded that his team wastoo small; if we consolidatedhis team with the remote team,his team would become larger.Needless to say, he did notend up managing the remoteteam—he required coaching.Another new manager told me

that, she not only didn’t want toinclude any remote employeesin her team, but she didn’t evenwant any remote employees inour organization participatingin any of her projects, becauseit was too difficult to “control”their activities—she also requiredsome coaching.

Managing team members’activities that are not sittingnext to your office is indeeddifficult, but then again, thisis just another responsibilityof the manager. Remote doesnot necessarily mean anothercountry; it could be the nextstate, the neighboring city, oranother site in the same city.Regardless of the location of theremote team, the manager hasa responsibility to find a way towork effectively and efficientlywith the team members. At onetime three teams reported tome; one of them was remote,the second a mix of local andremote employees, and the thirdone was all local. At first mylocal team was so problematic,that during my performancereview, my manager told methat I had a better relationshipwith my remote team, than Ihad with my local team andthat I had to fix that. Sheanalyzed the situation correctlyand I did fix it. In the finalanalysis managing the activitiesof remote teams depends ontwo-way communication thatis understood by both senderand receiver. Here are a fewpoints to consider as you try tomanage remote teams and meetobjectives.1. If you are responsible fora team in another country,

Page 2: Managing technical professionals: managing remote teams

4 IEEE ENGINEERING MANAGEMENT REVIEW, VOL. 41, NO. 2, SECOND QUARTER, JUNE 2013

find a local and trustworthymanager to manage the team.The local manager can dealwith the cultural differences,the site specific issues, andwould be familiar with allemployees at the local site.My current remote team issuccessfully managed by alocal manager and I trusther implicitly. She and Italk regularly, she knowshow I think, is aware of myexpectations, and we have noissues with our remote team.

2. When working with a teamin a country other thanyour own, understandingits culture and how itworks reduces the problemsnormally encountered. If youtend to think that your workculture has all the answers,you’ll be disappointed. Givingfull participation rights tocolleagues in other culturesenhances your potential fora successful project. Keepin mind, you can’t changecultures in the short-term;find a way to integrate thecultures.

3. When your employees workat remote locations, youcan never assume anything,and you need to alwaysmake sure that you’re being

as clear and concise aspossible, in both writtenand verbal communications:For example, if you’re ona teleconference, you maythink that your remote siteis hearing you well, butthey may be having phoneproblems, or you may bespeaking too rapidly, or yourremote team’s may not havea good command in thelanguage you are speaking.

4. “Pick up the phone” if youhave a question or if youremployee has sent you aquestion in an e-mail; itwill be faster, more effectiveand an opportunity todemonstrate your interest inresolving the issue.

5. Use video calls when possible.Most computers have anembedded camera andif the tools you use forsharing presentations duringmeetings support it, youcan see the presenter orthe audience. In addition,some organizations haveconference rooms whichsupport video calls, and ifyour company has suchfacilities, I strongly urge youto make use of them.

6. Communicate withyour remote teams and

understand what it takesfor you to help them meettheir objectives. Remember,that your remote teamscould be feeling vulnerableand isolated, because theyare remote. Avoid thefollowing situation where amanager was responsible fora remote team in Europe,and after working togetherfor four years, they informedthe manager that theywere always afraid thatheadquarters would shutthem down. The managerrealized that many situationsthat occurred in the past fouryears began to make sense.

When you begin to manage theactivities of a remote team andlearn to live with around theclock coverage, dealing with anew culture, and integrating thedifferences you will be preparedto accept the challenges andhave a much more efficientand productive team. And don’tforget to talk to your remoteteams regularly; remember thatunderstanding each other is thebeginning of a responsive andopen-minded relationship. Pleasesend your comments to Dr. TunaB. Tarim at ([email protected]).