This document discusses strategies for leading distributed workforces. It notes that the world of work is rapidly changing and requiring new ways of thinking about how and where work gets done. Specifically, it focuses on the benefits of telework/remote work, such as significant cost savings and environmental impacts. It provides guidance for leaders on determining which roles can work remotely, setting clear expectations, and focusing on outcomes over time and attendance. The key principles for leading distributed teams are managing performance and measuring results through clear deliverables; developing trust through effective communication and technology; and fostering a sense of community.

1. Leading a Distributed Workforce
By Mika Cross, Kate Lister, Rebecca Ayers and Kate North
The
world
of
work
is
rapidly
changing,
requiring
all
of
us
to
think
differently
about
how
we
work,
where
we
work,
and
specifically
how
we
lead
our
teams.
The
shift
taking
place
is
truly
astounding.
As
a
society,
we
are
rapidly
redefining
how
work
gets
done,
and
this
transformation
is
impacting
all
of
us.
Our
willingness
to
be
resilient,
embrace
change
and
learn
new
skills
will
carry
us
into
the
future.
Your
role,
as
a
leader,
is
in
helping
your
team
to
make
this
shift.
Public-­‐sector
leaders
should
embrace
telework
wherever
possible
-­‐
certainly
for
the
sake
of
the
worker,
but
first
and
foremost,
for
the
good
of
their
organization
and
the
people
it
serves.
Let’s
pretend,
for
example,
that
all
of
the
federal
government
workers
who
could
and
wanted
to
telework
twice
a
week,
were
allowed
to
do
so.
The
savings
for
total
government
would
be
over
6
billion
dollars
a
year
(Figure
One).
Moreover,
the
amount
of
greenhouse
gases
not
released
into
the
atmosphere
would
amount
to
offsets
from
22
million
additional
trees.
The
benefits
are
staggering;
from
greater
productivity
and
availability
of
workers
to
reduced
mayhem
and
tragedy
caused
by
traffic
accidents.
Figure One: Financial and Societal Benefits of Telework
Global
Workplace
Analytics
Federal
Telework
Savings
Calculator™
Who Should Work Remotely?
To
maximize
returns,
you
should
allow
as
many
people
as
possible
to
work
remotely.
In
the
Federal
Government,
guidelines
on
eligibility
are
outlined
in
the

2. Telework
Enhancement
Act.
Positions
that
cannot
be
performed
remotely,
and
are
therefore
excluded
from
telework,
constitute
roughly
52%
of
all
jobs.
However,
some
otherwise
eligible
workers
are
also
excluded,
typically
due
to
performance
or
conduct
issues
that
are
documented
formally
in
their
personnel
records.
Leaders
must
determine
the
level
of
frequency
of
participation
in
telework.
For
solid
performers,
this
might
range
from
a
few
days
a
month
to
full-­‐time
telework.
Set
clear
deliverables
and
outline
your
expectations,
especially
for
employees
who
are
challenged
in
the
areas
of
time
management
or
organizational
skills,
for
example.
In
these
cases,
set
trial
periods
of
perhaps
90
or
120
days,
during
which
the
employee
has
an
opportunity
to
meet
your
expectations.
Supervisors
and
leaders
who
work
remotely
themselves
are,
in
many
cases,
more
comfortable
collaborating
with
their
team,
no
matter
where
they’re
located.
They
also
enjoy
higher
satisfaction
levels
in
telework
overall
amongst
their
teams,
possibly
because
they’re
more
confident
in
their
own
skills
to
work
remotely
and
in
their
ability
to
focus
on
the
outcomes
rather
than
managing
by
time
and
attendance
and
who’s
sitting
where.
The
bottom
line
in
leading
a
distributed
workforce
is
following
a
few
core
principals
that
work
in
just
about
every
situation
and
for
any
organization.
They
are:
managing
performance
and
measuring
results;
developing
a
culture
of
trust;
effective
communications
and
leveraging
technology,
and
fostering
community.
Managing Performance and Measuring Results
Work
is
not
somewhere
we
go,
it
is
something
we
do.
A
simple
statement,
but
it’s
important
to
understand,
especially
as
we
talk
about
performance
management.
Even
the
term
“telework”
is
misleading
and
outdated.
“Distributed
work,”
is
a
better
description
of
work
that
is
spread
amongst
team
members
who
are
not
in
the
same
physical
location.
They
might
reside
on
another
floor,
another
building,
another
state,
or
even
a
different
country.
Again,
the
focus
is
on
the
work
and
–
thanks
to
technology
–
work
is
often
done
on
the
go,
and
in
a
wide
variety
of
settings.
The
truth
about
knowledge
work
is
that
it
sometimes
requires
us
to
concentrate
hard,
and
at
other
times
it
requires
collaboration.
Collaboration
might
sometimes
be
face-­‐to-­‐face,
while
at
other
times,
virtual.
Needless
to
say,
we
need
environments
to
support
these
dynamic
activities.
Many
organizations,
including
the
General
Services
Administration
(GSA)
of
the
US
Federal
Government,
have
started
changing
their
workplace
environments
dramatically
to
focus
on
the
work
and,
as
such,
have
eliminated
dedicated
desks
and
are
creating
a
variety
of
spaces,
each
designed
to
support
different
kinds
of
work
that
happen
throughout
the
day.
Despite
the
recent
proliferation
of
distributed
work,
it
is
no
wonder
supervisors
struggle
with
the
key
question
of
“How
do
I
manage
a
team
I
can’t
see?”
After
all,
this
is
a
new
reality
for
most
leaders.
The
key
is
in
setting
goals
and
measuring
results.

3. By
setting
clear
goals
that
are
achievable
and
measurable,
you’ll
provide
clarity
and
will
naturally
manage
by
results,
not
line
of
sight.
In
leading
a
distributed
team,
you
have
a
heightened
responsibility
to
effectively
set
the
goals
that
focus
the
team
on
results
and
deliverables.
So
set
goals
that
are
achievable
and
measurable.
This
requires
open
and
frank
discussions
with
each
team
member
to
ensure
that
they
fully
understand
and
are
personally
committed
to
the
goals
established.
Mastering
goal
setting
is
critical
for
driving
effective
teamwork
and
performance.
When
done
well,
each
person
will
clearly
understand
their
goals,
how
success
is
measured,
how
their
effort
contributes
to
the
organization
and
relevant
deadlines
and
schedules
that
guide
their
work.
Be
clear,
concise
and
timely
in
communicating
expectations
to
your
team.
Coaching
and
tracking
the
work
process
can
help
avoid
project
pitfalls,
redundant
work,
and
missed
deadlines.
Weekly
one-­‐on-­‐one
calls
are
a
good
way
to
stay
up
to
speed
and
connect
to
your
team,
helping
to
ensure
that
the
work
is
moving
forward.
Again,
always
measure
performance
by
results,
not
the
time
you
see
people
at
their
desk.
Try
to
move
away
from
the
tradition
of
managing
performance
only
a
few
times
a
year.
Managing
performance
is
a
daily
activity,
and
for
each
supervisor
and
work
team,
how
you
manage
performance
can
be
different.
Performance
should
be
tied
to
the
work
and
the
type
of
work
should
dictate
the
frequency
of
interactions
and
how
you
evaluate
the
work
outcome
–
managing
performance
is
not
about
having
a
universal
approach.
Each
supervisor
has
to
decide
the
frequency
of
interaction.
The
work
should
dictate
how
much
information
you
need
and
how
comfortable
you
are
in
managing
the
work.
Effective Communications and Leveraging Technology
When
you
think
about
leading
a
distributed
team
and
how
that
is
different
from
leading
a
co-­‐located
team,
you’ll
probably
conclude
that
the
core
skills
of
a
leader
don’t
change
much.
Fundamentally,
good
leaders
use
the
same
core
skills
regardless
of
where
their
teams
may
reside.
However,
the
tools
used
and
the
emphasis
on
contact
might
differ
significantly.
For
example,
managers
of
distributed
teams
should
get
comfortable
with
using
collaborative
technology,
ensuring
that
they
understand
how
to
connect
with
their
team
and
their
employees.
Distributed
teams
often
use
tools
such
as
instant
messenger
and
video
technology
more
frequently
and
at
a
higher
level
than
co-­‐located
teams.
One
of
the
more
important
roles
you
can
play
as
a
manager
is
to
help
keep
the
work
of
the
team
visible
for
everyone
to
see.
Most
of
the
work
we
do,
as
knowledge
workers,
is
invisible,
but
also
highly
collaborative,
so
the
use
of
good
technology
tools
that
make
that
work
accessible
and
visible
to
the
team
is
a
must.
This
level
of
transparency
helps
build
team
trust
when
they
can
see
the
work
that
their
colleagues
are
doing.
And
it
can
also
spark
some
good
ideas
on
how
they
might
be
able
to
help
contribute.
Technologies
like
SharePoint
or
Google
Docs
are
a
few
good
examples.

4. Listen
aggressively.
Use
inquiry
style
questions,
not
just
questions
that
elicit
yes
or
no
responses,
but
questions
that
open
the
dialogue
so
that
you
can
have
a
deeper
understanding
of
what
might
be
taking
place
for
team
members
working
remotely.
As
a
leader,
don’t
let
things
that
are
bothering
you
go
unspoken.
Be
proactive
in
your
communication.
If
there
are
issues,
address
them.
Pick
up
the
phone.
The
sooner
they're
addressed,
the
better.
Developing a Culture of Trust
Trust
is
an
integral
component
in
building
any
strong
team.
Trust
ensures
that
team
members
can
rely
on
each
other
to
achieve
goals,
meet
deadlines
and
produce
great
results.
Strive
to
promote
a
cohesive
and
inclusive
team
environment
that
builds
team
trust
and
strengthens
the
relationships
within,
especially
in
a
distributed
work
environment.
Foster
effective
conversations
and
cultivate
an
open
and
transparent
leadership
style
–
it
will
lead
to
the
building
of
positive
social
capital
with
your
team.
Ensure
that
there
are
means
to
connect
your
team
to
you
and
each
other
through
a
variety
of
tools.
Where
some
are
on-­‐site
and
others
work
remotely,
be
careful
to
avoid
the
real
or
perceived
notion
that
remote
workers
are
less
likely
to
be
promoted
or
be
considered
for
lateral
assignments,
training,
etc.
Out-­‐of-­‐sight
cannot
become
out-­‐of-­‐mind.
Trust
also
enables
you,
as
a
leader,
to
feel
confident
in
the
work
outcomes,
despite
the
inability
to
physically
oversee
your
team’s
work.
When
an
individual
believes
they
have
your
trust,
performance
is
likely
to
improve.
Keep
in
mind
that
building
trust
with
your
team
members
is
an
ongoing
process.
Constantly
invest
in
mutual
trust
by
showing
respect,
making
regular
but
not
overbearing
contact,
providing
feedback,
being
available
for
them,
making
it
safe
to
acknowledge
issues,
making
it
easy
for
employees
to
ask
for
help,
and
certainly,
when
you
see
bad
behavior,
calling
it
out.
One
of
the
most
important
things
you
can
do
with
your
team
to
build
trust
is
to
co-­‐
create
your
own
team
protocols.
How
should
you
and
your
distributed
team
work
together?
What
is
your
team
willing
to
commit
to
doing?
By
exploring
topics
like
frequency
of
meetings,
preferences
for
communication,
decision-­‐making
processes
and,
also
celebrating
and
recognizing
the
good
work
the
team
is
doing.
It
forms
a
social
agreement
that
binds
the
team
together.
This
provides
clarity
and
co-­‐creates
a
foundation
of
trust.
Five
Leader
Behaviors
for
Gaining
Trust
Among
the
Distributed
Workforce
1. Make realistic commitments. Don’t overstretch yourself or your team to anyone,
either to your employees, your supervisors, or your own management.
2. Follow through on promises. If you commit to do something, do it. Be honest
when you can’t follow through.

5. 3. Keep the team informed. Communication is key. Share information - even of
things going on in the organization that may not impact their direct.
4. Show support and avoid blame. When projects, products or presentations fail,
support your team. Encourage them to share what went well and discuss mistakes
to avoid next time. Avoid singling anyone out for blame.
5. Protect those that are not present. It’s very important to be aware of what you say
or allow said about people when they’re not around.
Fostering Community
Build
community
using
the
technologies
and
techniques
of
trust
and
communications
described
above,
but
also
take
time
to
celebrate.
Celebrate
birthdays,
anniversaries
and
other
life
events.
Celebrate
team
achievements
and
recognize
individuals
in
all
of
your
meetings.
Work
hard
to
include
remote
workers
in
celebrations.
On
their
birthdays,
for
example,
consider
sending
a
team
gift,
or
ordering
them
their
favorite
food
for
delivery
and
having
the
same
meal
in
the
office,
connected
by
video
teleconference.
At
the
start
of
virtual
meetings,
show
photos
of
team
members
and
talk
about
things
that
go
on
in
your
personal
lives
to
the
extent
everyone
is
comfortable.
Celebrate
team
accomplishments
together.
Do
the
same
things
you
would
do
in
person,
in
other
words.
This
helps
to
stay
connected
at
a
human
level.
Set
aside
just
a
little
time
at
the
beginning
of
staff
meetings
to
allow
for
informal
dialogue
between
those
who
are
physically
present
in
the
room
and
those
who
are
remote.
Summary
The
distributed
workforce
is
a
positive,
fast
growing
workforce
trend,
It
allows
for
higher
organizational
performance
and
tremendous
social
benefit.
Enlightened
leaders
–
including
supervisors
and
managers
–can
significantly
accelerate
the
development,
cohesion
and
performance
of
distributed
teams.
About
the
Authors
Mika
Cross
is
the
Work/Life
and
Wellness
Program
Director
at
the
US
Department
of
Agriculture
Kate
North
is
Vice-­‐President,
Global
Development
at
e-­‐Work
Kate
Lister
is
President
of
Global
Workplace
Analytics
Rebecca
Ayers
is
Manager
of
Performance
Management
Solutions
at
the
US
Government’s
Office
of
Personnel
Management