Remote Teams Don’t Have To Suffer From Virtual Distance”,
Wayne Turmell
CBS News
Remote working is a fact of life. While it’s easy to blame communication and work failures on the fact that you’re remote, some remote teams manage to work at a high level, while other teams that aren’t as wide-spread fail miserably. What accounts for these differences? It’s not the physical distance that’s the problem, it’s the “Virtual Distance”.

How Virtual Teams Can Succeed”,
Rachael King,
With telecommuting more common, a new book explores ways to help corporate teams overcome the psychological hurdles of remote electronic communications.

A Virtual Team is Not Another Name for Outsourcing”,
Martin Zwilling,
Technology has made virtual teams an everyday reality for entrepreneurs. Your challenge is to reduce the “virtual distance” between team members to zero, using personal communication, appropriate technology, and clear goals to maintain member satisfaction, collaboration, and innovation.

Books in Brief”,

How can you manage and lead people whom you seldom—or never—see? How can employees linked only by e-mails and the occasional call or videoconference really act as a workforce community? Karen Sobel Lojeski says that with strategy and technology, leaders can foster the cohesiveness to turn virtual workers into connected workforces.

Forging Good Leaders in Bad Times”,
Stephanie Overby
CIO Magazine

It would be easy for CIOs to shift into autopilot when it comes to developing the next generation of IT leaders. But without a guiding force, leaders will self-select and they may not be qualified for senior roles.

Growing Gen-Y Leaders”,
Stephanie Overby,

For the first time ever, IT organizations are staffed by four distinct generations of workers—the Silent Generation, Baby Boomers, and Generations X and Y. And while most leadership development attention is focused on handing the baton to Gen X standouts, most of the anxiety is about managing Gen Y.

Guess What? We’re All Virtual”,
Clarity Consultants

Leading the Virtual Workforce: How Great Leaders Transform Organizations in the 21st Century, was published by Wiley in November 2010; it unveils Lojeski’s virtual distance leadership model, including key competencies and actions.

How to Run a Virtual Classroom”,
Managing virtual classrooms requires a different approach to your learners, but by integrating some simple yet innovative tools, it’s easy to get started.

Interview: Karen Lojeski on Virtual Distance”,
Michael Krigsman,
Ever get the feeling that your project isn’t running well but you can’t seem to put your finger on the cause? That vague feeling of misunderstanding is often difficult to quantify, define, and diagnose. Nonetheless, misunderstandings and ambiguous communication are important issues that can drive even well-run projects into failure.

Leading the Dispersed Workforce”,
Richard Reilly and Karen Sobel Lojeski,
Mechanical Engineering Magazine
When it comes to the distances that can separate virtual teams, geography is only the beginning.

Successful Leadership in a Virtual Workforce World”,
More and more people are working virtually. Problem is, the old-school leadership models no longer cut it in an environment in which coworkers type instead of talk and rarely see each other face-to-face.

The CEO Guide to the Virtual Workplace”,

Sobel Lojeski, CEO of consulting firm Virtual Distance International, talks about the challenges of managing a virtual workforce and where many companies go wrong.

The New Rules of the Virtual Workforce”,
Karen Sobel Lojeski
There are plenty of options for organizing work in the age of the virtual corporation. Are you picking the right one for your company?

When Teams Fail: The Virtual Distance Challenge”,
Edward Baker,
Strategy & Business
Critical as they are, corporate teams have been a notorious weak link in the effort to get work done on time and within budget. Here’s how to measure what’s going wrong.

Bringing Virtual Distance Into Focus”,
Karen Sobel Lojeski and John Yuva,
Inside Supply Management
Geography is but one element when examining performance issues between the office-bound and virtual workforces.


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