Unless you manage the context in which your team resides, there's no way that your team can be successful
Nineteen years ago, Harvard Business School professor Linda A. Hill wrote the first edition of her book Becoming a Manager, detailing the experiences of several first-year supervisors who were making the daunting transition from star performer to novice boss. Since then, she has found that the now-classic book is popular not just among newbies but also among leaders with decades of experience.
Q: Due to technological advances and globalization, more and more managers find themselves leading, collaborating with, and reporting to colleagues in remote offices—people they rarely if ever see in person. What challenges do they need to consider?
They think something else is more important. It's up to you to set deadlines and make your priorities clear.
This article was provided with permission from Harvard Business School Working Knowledge.