There’s a big emphasis currently on a growing challenge – managing remote teams and keeping them focused and engaged. Global teams have the potential to help organizations reach new markets and provide a seamless brand experience for customers across the world. But for them to work well, team leaders need to make sure all members feel connected and engaged, regardless of their location or culture.

How can we make global teams work more effectively? The further apart we are, the closer we need to be – and feel. Remote leaders and disparate teams, once unusual, are now commonplace. The international perspective of even smaller businesses, allied with new technologies, has made it necessary to work collaboratively across distributed teams.

However, at Sheridan Resolutions we think that too many organisations focus their efforts on the processes of making global teams work, but take for granted the management practices required for success. It’s important to put extra effort toward managing what remains an essentially human challenge. A move towards team-based leadership, particularly when teams are distributed, usually requires a careful and clear focus on coaching new leadership styles.

Distributed team members need to have sharp antennae around how and when to relinquish control and, in so doing, show extra respect for the differing perspectives and approaches of those who work for them. This helps to keep all members of the team motivated.

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Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions