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EssentialsofManagingRemotePersonnelParticipantsWorkbookAnIMPACT60LearningSystemsWorkshopforManagers EssentialsofManagingRemotePersonnelParticipantsWorkbookA60MINUTESforIMPACTWorkshop2010byIMPACT60LearningSystemsLLC.Allrightsreserved.ExceptasspecificallyallowedhereinnopartofthisdocumentmaybereproducedstoredinaretrievalsystemortransmittedinanyformorbyanymeanselectronicmechanicalphotocopyingscanningrecordingorotherwisewithoutwrittenpermissionofIMPACT60LearningSystemsLLC.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage2A.DearParticipantWelcometoIMPACT60LearningSystemsrevolutionarytrainingplatformthe60MINUTESforIMPACTworkshopsandtotheEssentialsofManagingRemotePersonnelworkshop.Youwillfinduniqueandappealingcharacteristicsasaparticipantinour60MINUTESforIMPACTworkshops.Mostobviousistheirshortduration60minutes.Additionallythefocusofeachworkshopisonteachingyouoneskillatatimeoronesub-setofaskilldependingonthesubjectmatter.Finallyourworkshopsdonotrelyonthedisseminationofstaticinformationbythefacilitatorbutratheronthefacilitatorsguidingyouthroughself-discoveryofthesubjectmatterprincipallythroughinteractivecollaborativediscussionsandexperientiallearningactivities.ThisParticipantsWorkbookisthevehicleusedtointroduceandguideyouthroughtheEssentialsofManagingRemotePersonnelworkshop.ItcontainsthefollowingWelcomeLetterWorkshopPurposeandLearningObjectivesWorkbookmaterialsandhandoutsPostworkshopjobaidsandcoachingmaterialsPostworkshopsupervisorsevaluationTheappendicesofthisworkbookcontaintheworkshopmaterialsandhandoutsyouwillneedduringtheworkshop.Additionallyyouwillfindjobaidsintendedforyouandyoursupervisorsusetoreinforceandcontinuethelearningonthejob.Bothyouandyourimmediatesupervisorwillplayakeyroleinwhatyoulearnfromthisworkshopandhowyouapplyyourskillsbackonthejob.Takingadvantageofthisopportunitytobecomeahighlyeffectivemanageriscriticaltobothyouandyourcompanysinvestmentinyourdevelopment.Moreoverthevalueyouwillgainfromparticipatinginthisworkshopisdirectlydependantonyour1degreeofpreparationbeforetheworkshop2participationduringtheworkshopand3applicationoftheconceptsyoulearnedfollowingtheworkshop.LetsgetstartedSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage31.IntroductionLearningObjectivesDiscussionWorkshopPurposeThepurposeofthisworkshopistoprovideyouthebasicinsightsneededtosuccessfullymanageremotelylocatedpersonnel.AccomplishedByUseofinteractivecollaborativediscussionexperientiallearningactivitiesandself-discovery.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage42.CoreConceptsPresentationKeyLearningPointsPeoplehavebeenworkingremotelyforalongtimejustnottothedegreeweseetoday.Availabletechnologyandaglobalbusinessfocushavedriventheexpansionofremotework.Ahighlydispersedorganizationalstructuregivesacompanystrategicbusinessadvantages.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage5CoreConceptsPresentationcontinuedKeyLearningPointsFoundationalmanagerialprinciplesarethesameformanagersofremoteandco-locatedemployees.Howmanagersexecutetheirmanagerialresponsibilitiesistherealchallenge.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage6CoreConceptsPresentationcontinuedKeyLearningPointsAsamanagerofremoteemployeesyouwillhaveverylimitedfact-to-facetimewithyouremployees.Youmustemployahighleveloftwo-waycommunicationspeakingclearlyandlisteningactively.Youmustmakeyourselfavailabletoyouremployeesandbepredictablewhenyoucommunicatewiththem.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage7CoreConceptsPresentationcontinuedKeyLearningPointsDontuseatechnologytooljustbecauseitisthenewestthingandiscoolorneat.Chooseyourcommunicationstechnologybasedonthepurposeofthecommunication.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage83.InteractiveCollaborativeQADiscussionDuringthisQAdiscussionyouwillshareinsightsandexperiencesyouhavehadinworkingandormanagingremotelyfromyourpeers.Pleasecontributecandidlyandhonestlytothiscollaborativeandexperientiallyfocuseddiscussion.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage94.ApplicationExerciseThisisanActiveListeningexercise.Listentothefacilitatorsinstructionsanddoexactlyasinstructed.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage105.SummaryActionPlanandClosingRefertothejobaidPersonalDevelopmentPlaninAppendix4andfollowyourfacilitatorsinstructionsforcompletingit.NotesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage116.SummaryActionPlanandClosingcontinuedRefertoAppendix4JobAidsandEvaluationandfollowtheinstructionstocontinueyourlearningexperienceon-the-jobwithyoursupervisorsassistance.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage12Appendix1EssentialsofManagingRemotePersonnelThirtyyearsagonooneknewwhatwasmeantbyremotemanagement.AveteranmanagerinthepharmaceuticalbusinessdiscussinghowhemanagedtensalespeoplescatteredoverthreestatesrecalledItraveledfourdaysaweekandworkedwiththeminthefieldfortwodayseachthencamehometomyofficeonFridaystocompletealltheadministrativestuff.EachrepresentativehadanassignedtimeeveryFridaytostopataphoneboothandcallmeintheoffice.Idspendanhourorsodiscussinganypressingissueswhatsworkingandwhatsnotandendwithafewatta-boystokeepthemmotivated.Itreallywasntthatbigofadeal.Thatwasabouttheextentofremotelymanagingaworkforce.Ifacompanydidbusinessoveravastgeographytheydidsowithbranchofficesandstafflocatedinstrategiclocations.Throughthe1980sfieldsalesandsomesalessupportpersonnelweretheonlystaffwhoroutinelyworkedawayfromabrickandmortarofficeorwhowerenotco-locatedwiththeirassociates.LookatthecontrasttodayItisnotunusualtoseetheCEOmid-levelmanagerstechnicalpersonnelandoradministrativeassistantsconductingtheirdailyworkfromwidelydispersedlocationsacrosstheglobe.Ithasbecomeasoundbusinessstructureforfirmstooperateinahighlydecentralizedmanner.AcompanymaybeheadquarteredinNewYorkhavemanufacturingplantsinMexicoandSouthKoreaandthenhaveacustomersupportcallcenterinIndiaWhatsmoretheyprobablyoutsourcekeyfunctionstoindependentcontractorshavingnophysicalconnectiontoanyoftheselocations.Thetechnologicaladvancesofthepasttwentyyearstogetherwiththeavailabilityofskilledbutdispersedlaborpoolsallowsthecompanytotakeadvantageofcapitalinvestmentsavingsbynothavingtomaintainthedensityofoperationalfacilitiesaswascustomaryupthroughthe1990s.Thisbusinessconfigurationmakessenseintodaysworld.Aswemarketgoodsandservicestoadispersedcustomerbasearoundtheglobewehaveadaptedourstructuretoaccommodatethem.Howeverthisarrangementposesconsiderablechallengestothemanagerandisthefocusofthisworkshop.Todaystechnologicaladvanceshaveenabledustoefficientlyworkacrossvastdistances.ThatmanagerinthepharmaceuticalbusinessofthirtyyearsagowasSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage13prettymuchlimitedtoworkinginanareahecouldeasilytraveltoinafewhourstime.In1980hedidnthaveacellphoneaportablecomputeraPDAoriPADThevirtualworldofour21stcenturyallowsandenablesworkerstodaytoquicklyandefficientlyconducttheirbusinessvirtuallyanywhereasiftheywereface-to-facewiththeirassociatesandclients.Applyingresourcesandinvestmentswheretheycanmostbenefitboththebottomlineandtheendcustomergivesabusinessadistinctadvantage.IfacustomerinSwedenneedsawidgetwhichcompanyisgoingtobebetterabletoservethatcustomertheonehavingatraditionalbusinessmodeloperatinginOmahaorafirmwithanofficeinOsloandmanufacturingandshippingfacilitiesinGermanyDespitetheadvantagesofadecentralizedworkenvironmentmanagingdispersedpersonnelteamsorworkforcespresentsnewanduniquechallengestotodaysmanger.Nextwelllookatthesechallengesandthesimilaritieswithmoretraditionalmanagerialpractices.SimilaritieswithTraditionalManagementManagingpeopleisbothanartandascience.Thescienceorfundamentalmanagerialprinciplesisthesameregardlessoftheemployeesproximitytothemanager.Themanagerisresponsibleformonitoringwhatworkisdoneandhowitisperformed.Themanagerisresponsibleformonitoringoutcomesandcommunicatingwithemployeesandsuperiors.Themanagerisexpectedtosetexpectationsprovideemployeeswithachievablegoalsandkeeptheemployeesengagedandmotivated.Whengeographygetsinthewayofinteractingwithemployeesthesamemanagerialfundamentalsremainbuttheartofmanagingemployeesmustincorporatesomenewdynamicsandtactics.Theapplicationoffoundationalmanagementprinciplesinnewwayscreatesthechallengesofmanagingaremoteworkforce.TheChallengesofManagingaRemoteWorkforceAmanagerwhoisco-locatedwithhisorheremployeesfindsiteasiertomonitorandobservehowemployeesexecutetheirjobresponsibilitiesthanamanagerofremoteemployees.WhenamanagercannotphysicallywatchpeopleperformjobtasksheorshewillhavetomodifyhisorherexpectationsofemployeesandSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage14theircompletionoftasks.Toaccommodatethisdynamicamanagerneedstochangetheprimaryfocusfrommonitoringtasksandprocessestooneofmonitoringoutcomes.Ifanemployeeisresponsibleforprocessingemployeerecordsforexamplethemanagersexpectationhastobecomecompletionofthattaskontimeandwithaccuracy.Whentheemployeeworksonthetaskthestepsheorshetakestaketocompletethetaskwithinthejobdescriptionorhowlongittakestoattaintheendresultisoutsideofthemanagersdirectcontrol.Thustheonlyparametertheremotemanagercancontrolisiftheendresultmeetsexpectations.Itsnotthatindividualtasksbecomelessimportantbutratherthatastheremotemanageryouwontbeabletocloselymonitorthecompletionofthosetasks.Alternativelybreaktheendresultdowntoaseriesofintermediarystepsfortheremoteemployeetocomplete.Thismethodofchunkingtheendresultthenbecomesmoreorientedtoprojectmanagementandgivesyouprogresscheckswhichyoucanevaluateperiodically.CommunicationsChallengesAmanagerofco-locatedemployeeshasiteasierthanthemanagerofremotelylocatedemployeesintermsofcommunicatingexpectationsperformanceevaluationsstatusupdatesoressentiallyanyotherinformationtotheiremployees.Themanagersimplywalksovertotheemployeesdeskorcubicalandstartsaconversation.ButwhatiftheemployeeisthreetimezonesawayorinaforeigncountryThispresentsacomplexdynamicbecausethemanagerhasverylimitedface-to-faceinteractionwiththeemployee.Tocounteractthischallengeyoumustbecomeaneffectivecommunicator.Naturallycommunicationisatwo-wayprocess.Whengivingdirectionsettingexpectationsorprovidingfeedbackyoumustbeexplicitlyclearsinceyouwillnotbeabletoreadtherecipientsbodylanguageandfacialexpressions.Similarlyyouwillhavetobecomeabetterlistener.Inthisworkshopyouwillpracticehowtobecomeabetterlistenerwhenyoudonthaveaface-to-faceinteractionwithanemployee.OverfortyyearsagoaUCLApsychologyprofessornamedAlbertMehrabianpublishedastudyofhowpeoplecommunicate.HisfindingsledtowhatiscalledMehrabiansLaworthe50-40-10ruleofcommunications.Hisresearchdefinedthe3Vsofcommunicationwhichidentifythesourcesofourunderstandingandacceptanceoftheinteraction.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage15PercentageofTotalCommunicationMethodExplanation54VisualWhenlisteningtoanotherpersonwetake54ofourunderstandingfromtheirbodylanguage.39VerbalThechoiceofwordsconveysonly39ofwhatpeoplearesayingtous.7VocalThetoneofvoiceorintonationonlyprovides7ofourunderstanding.Duringface-to-faceinteractionweplacemostofourattentioninobservingthespeakersfacialexpressionsandphysicalposture.Thisoverridesthewordsandintonationasweinterpretthemessage.ApplyingMehrabiansLawtohowwelistentoothersmostofusarepassivelistenersmeaningwelistenwiththeintentofwhatwellsayinresponse.Bypickingupononlyafewkeywordsorphrasesspecifictosupportingourpointofviewwepaylessattentiontofullyunderstandingwhatisbeingsaid.WhathappenswhenyourpredominantmethodofunderstandingisabsentasisthecasewhenmanagingaremoteteamWithemailtelephoneorothernon-directmeansofcommunicationyoumusttrainyourselvestoengageinamoreactiveformoflisteninginordertoensureyourfullunderstanding.OneformofactivelisteningisdiscussedbyDr.StevenCoveyinhisbook7HabitsofHighlyEffectivePeopleSimonSchuster1989.InthisbookhedescribesashisfifthhabitSeekFirsttoUnderstand...ThentoBeUnderstood.Dr.Coveypresentswhathecallsempathiclisteningorlisteningtoanindividualsintonationandwordchoiceinordertofullyunderstandtheessenceofthemessage.Thebasicprincipleofempathiclisteningistorespondnotwithintentofhowyouwanttorespondbutbyrestatingwhatyouhaveheardinordertoconfirmyourfullunderstandingofwhattheotherpersonissaying.Inotherwordstobeanactivelisteneryoumustaskclarifyingquestionsuntilyouconfirmyourunderstandingofthespeakersmeaning.Thisisadifficultpracticeandwilltakedisciplinetomaster.ForfurtherreadingobtainacopyofDr.Coveysbookandreadabouthisfifthhabit.Puttingtheaboveperspectivestogetheritisimperativethatyouestablishpredictabilityandconsistencyinyourcommunications.MakingyourselfavailableSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage16toaremoteemployeegivestheemployeeasenseofattachment.Listeningforrealunderstandingoftheemployeesissueorpointofviewtellsthemthatyoucareandarededicatedtohisorherneeds.Whenoneofyourremoteemployeescallsoremailsrespondimmediatelyevenifyourresponseistosaythatyoucannotaddresstheemployeesneedrightnow.Besuretoidentifyamoreappropriatetimetohandletheemployeesissueandre-connectwiththeemployeeassoonasyouareavailable.Schedulingongoingcontactisalsoabeneficialtactic.Rememberthepreviousquotefromthemanagerofthe1980sHescheduledweeklyphonecallswitheachemployee.Employeesneedthiskindofpredictabilitytoknowthattheirmanageristhereaccessibleandreadytoaddressproblemsandissuesastheyarise.IncorporatingTodaysTechnologyAnotherfactorinourcommunicationsandinteractionsistechnology.ArecentnewsstorytoldofaworkerinNewJerseybeingdismissedfromherpositionviaatextmessagedefinitelyaninappropriatechoiceofcommunicationWithallofthetoolsavailabletodayitisparamountthatyouutilizethemostappropriatemeansforeachsituation.Whileaconciseemailmessageiseffectivefordisseminatinginformationandstatusupdatesaphonecallmaybemoreappropriateforinformationofamorepersonalnature.SeeAppendix2ToolsforRemoteManagementCommunicationsforashortreviewofavailabletechnologiesandtheiroptimaluse.Frequentlywestrivetofindauseforthelatesttechnologyjustbecauseitisavailable.Thebetterapproachistofirstevaluatethecommunicationneedandthendeterminewhichtechnologybestservesthesituation.Additionallyjustbecauseamanagerhasawidelydispersedworkforcedoesnotnegatetheneedforface-to-faceinteraction.Regularlyscheduledteammeetingsonceaquarterorsemi-annuallygiveemployeesatimetolookforwardtohavingpersonalcontactwiththeirmanagerandotherteammembers.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage17BuildingYourTeamInordertobesuccessfulasamanagerofremoteemployeesyoumustbeabletobuildyourteamandhiretherightemployees.Whilethistopicwillnotbecoveredduringtheworkshopashortoverviewisprovidedhereforyourreference.Theprocessofhiringproductiveworkersissimilarforbothco-locatedandremoteworkers.Allworkersmusthavetheprerequisitejobskillsandtraining.Howeverwhenyouareevaluatingworkersforaremotepositionthereareadditionalfactorstoconsidergiventheremotenatureofthework.DoesthecandidatehavethepersonalitywhichwillallowthemtobesuccessfulAremoteemployeemustbeaself-starterself-motivatedandself-managedtoallowthemtomeetthedemandsofdeliveringresultswithoutdailymanagementoversight.Aremoteemployeemustbeconfidentinhisorherabilitytoassessasituationandmakeindependentdecisions.Inmostsituationsaremoteemployeemusthaveacollaborativespiritthatenableshimorhertoperformkeyrolesinateameffortevenifheorsheisnotabletoseeandinteractwithhisorherteammembersdaily.Frequentlyanindividualwhovolunteerstoworkremotelymaybepreferabletoonewhoisassignedtoaremoteposition.Duetotheheavyrelianceonemailteleconferencesandremoteinteractionwiththemanagerandotherteammembersaremoteemployeemusthaveexcellentverbalandwrittencommunicationskills.Insomeinstancesdependingontheworkbeingconductedanintrovertedpersonalitymaybemoresuitabletosomeonewhothrivesonpersonalinteraction.Ifyoumanageremoteemployeeshoneyourinterviewskillsinscreeningforthesecharacteristics.Remembertodoyourhomeworkinbothprospectingforandqualifyingpotentialremoteemployees.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage18Appendix2ToolsforRemoteManagementCommunicationsNumeroustechnologytoolsareavailabletosupportthemanagementofremoteemployees.Itisimportanttousetherighttechnologyorapplication.Thischartlistsmanyofthecurrentresourcesinusetodayandsomeoftheirkeybusinessuses.Thiscanserveasaguidewhenselectingtheresourcesmostappropriateforyourspecificneed.TechnologyKeyFeaturesWorksBestForElectronicDevicesTelephonePersonalcommunicationsOne-on-oneinteractionPDACellPhoneEaseofstayingconnectedportabilityQuickaccesstophonecallsandemailDesktopComputerEmailmessagingvideowebconferencingpresentationsdatamanagementcommunicationswordprocessingManagingandsyncingotherdevicesLaptopComputerTravelingwithafullsetofofficesoftwareandfilesAccessinglargefilesiPADorNotebookcomputerTravelingGroupIndividualMessagingToolsInstantMessagingIMSimpletousebutnotprivateorconfidentialConnectivityworldwidevianumerousplatformsQuickQAwithemployeeimmediatefeedbacksharinginformationwithalargegroupEmailmessagingTextMessagingFacebookTwitteretcConferencingToolsTeleconferencingVerbalandauditoryexchangemediumforseveralindividualsQuickteammeetingsandinformationalupdatesVideoconferencingAllowsvisualinteractionwithemployeesTeammeetingswhentravelisntpossibleWebconferencingSharingcontentwithlargergroupsPresentationstodispersedstakeholdersCollaborationToolsWikisiteAbilitytosharedocumentsoverthewebCollaborativedevelopmentofteamprojectswithmemberaccesstopostedfilesandmaterialsFTPSiteWindowsLiveGoogleDocsSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage19Appendix3ApplicationExerciseSpeakersInstructionsDuringRound1tellyourpartnertodrawtheshapesyouseeinthespacebelow.Pleaseexplainthisinsuchawaythatyourpartnercandrawitclearlyandaccurately.Ifyourpartnerasksyoutoyoumaytorepeatyourlaststatementhoweverdonotansweranyotherquestions.Donotshowthisdrawingtoyourpartneranddonotlookatyourpartner.InRound2againtellyourpartnertodrawtheshapesyouseeinthespacebelow.Thistimehoweveryoucanansweranyquestionstoclarifyyourinstructions.Donotshowthisdrawingtoyourpartneranddonotlookatyourpartneruntilyouareinstructedtodoso.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage20ApplicationExerciseListenersInstructionsDuringRound1youwillbeinstructedtodrawaseriesofshapesinthespacebelow.Drawtheshapesexactlyasyourpartnertellsyouto.Youmayaskyourpartnertorepeattheirlaststatementhoweverdonotaskanyclarifyingquestions.Donotshowyourdrawingtoyourpartneranddonotlookatyourpartner.InRound2youcanaskquestionstoclarifythespeakersinstructions.Howeverdonotshowyourdrawingtoyourpartneranddonotlookatyourpartneruntilyouareinstructedtodoso.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage21Appendix4JobAidsandEvaluationIMPACT60LearningSystemsisdedicatedtogivingyoutheresourcesnecessarytomaximizethebenefitofthetimeyouandyourorganizationhaveinvestedinyourdevelopment.ThisappendixcontainsthreeseparatejobaidstoassistyouincontinuingthelearningfromtheEssentialsofManagingRemotePersonnelworkshop.Immediatelyuponreturningtoworkyouareencouragedtocontactyoursupervisorandscheduleaone-on-onediscussionwithhimher.WorkwithyourimmediatesupervisortocompletetheseactivitieswithinthefirstweekfollowingtheconclusionoftheworkshopCompleteyourPersonalDevelopmentPlananddiscussitwithyoursupervisor.Scheduleandconducttheone-on-onediscussionwithyoursupervisor.CompletetheProjectGuidetoolwithyourremotepersonnelanddiscussitwithyoursupervisor.YoursupervisormayhaveaccesstothesesamejobaidshoweverbesuretoprovidehimheracopyofyourcompletedPersonalDevelopmentPlanandensurethatheshehasallotherdocumentsfromthisappendix.NotetotheSupervisorYouremployeehascompletedtheEssentialsofManagingRemotePersonnelworkshop.Atitsconclusionallparticipantsweretaskedwithidentifyingseveralactivitiestheycouldimplementwiththeirworkteamstobetterfocusteaminitiativestowardsorganizationalgoals.Pleaseworkwithyouremployeeincompletingtheactivities.Afteryouremployeehascompletedtheactivitiesandyouhavehadtheopportunitytoobservetheresultsofthetrainingpleasecompletetheshortevaluationform.Thiswillhelpyourorganizationbetteraddresstraininginitiativesinthefuture.NoteAseparateSupervisorsCoachingGuidethatcontainsthesematerialsisalsoavailable.SAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage22Item1PersonalDevelopmentPlanAsaresultofattendingtheEssentialsofManagingRemotePersonnelworkshopIhaveidentifiedthefollowingactionsthatIwillimplementtoimprovemyjobskillsActionBehaviorExpectedBenefitExpectedBusinessResult123Item2OneonOneDiscussionwithSupervisorHavethisdiscussionwithyoursupervisorafteryoucompleteItem1above.ManagerDiscusswithyoursupervisortheimportanceoflisteningwithinyourworkgroup.Usethequestionsbelowtoguideyourdiscussion.ManagersSupervisorDiscusswithyourmanagertheimportanceofcommunicatingwithremoteemployees.Usethequestionsbelowtoguideyourdiscussion.SuggestedDiscussionQuestionsWhatdoyouseeasthedifferencebetweenmanagingpersonnelthatareco-locatedwithyouvs.thosethatareremoteTakingintoaccountthetechnologyresourceavailablewhatinnovativeideasdoyouhaveforbridgingthedistanceandortimegapsbetweenyouandyourremotelylocatedemployeesGoodlisteningskillsareoneofthekeyskillsneededtomanageremotepersonnel.HowwillyouadaptyourabilitytolistentobecomeamoreeffectivemanagerofremoteemployeesSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage23Item3ProjectGuideWhenmanagingremoteemployeesyouneedtofocusonoutcomesandresultsratherthanontasksandprocesses.Itsnotthatindividualtasksbecomelessimportantbutratherthatastheremotemanageryouwontbeabletocloselymonitorthecompletionofthosetasks.Alternativelybreaktheendresultdowntoaseriesofintermediarystepsfortheremoteemployeetocomplete.Thismethodofchunkingtheendresultthenbecomesmoreorientedtoprojectmanagementandgivesyouprogresscheckswhichyoucanevaluateperiodically.UsethisdocumenttodesignatetheExpectedFinalResultanddesiredOutcomes.SharethiswithyourremoteemployeeandcollaborateontheIntermediaryStepstoCompletionDeliverablesandDueDatesasappropriate.Usethisformtomonitorprogresstowardeachdesiredoutcomeduringperiodicstatuschecks.ExpectedFinalResultIntermediaryStepstoCompletionDeliverablesDueDateOutcomeSAMPLE EssentialsofManagingRemotePersonnelParticipantsWorkbook2010IMPACT60LearningSystemsLLCPage24Item4SupervisorsEvaluationFormToBeCompletedbytheSupervisorWithinoneweekaftertheEssentialsofManagingRemotePersonnelworkshoppleasecompletethisevaluationformandreturnittotheindividualinyourorganizationwhoisresponsibleforarrangingemployeedevelopmentandtraining.ParticipantsNameSupervisorsNameWorkshopDateEvaluationDateInratingtheapplicationofimplementedskillsandbehaviorsusea3-pointscalewhere1Appliesmethodically2Appliespractically3AppliesexpertlyNoteAppliesmethodicallymeanstheygraspthebasicsoftheprocessAppliespracticallymeanstheyseethepracticalvalueandapplytheprocessmethodicallyAppliesexpertlymeansthemanagerisabletobringbenefittohisherentireteaminapplyingtheprocess.Inmeasuringbusinessimpactusethis3-pointscale1ModestImpact2AboveAverageImpact3ConsiderableImpactBehaviorObservedRatingBusinessImpactRatingUsethespacebelowtoprovidefurthercommentsonthebusinessimpactofthenewbehaviorsSAMPLE ForMoreInformationonthisandother60MINUTESforIMPACTTMWorkshopsContactTELEPHONE1-855-667-3500E-MAILinfoimpact60learning.comWEBSITEwww.impact60learning.com