This week on the DistanceLeader podcast, we’re going to take a look at developing effective criteria for distance work as both a leader and for your team. Being a good distance leader means the development of good expectations that you can share with your employees and peers about who can work from a distance and why that makes business sense. What kind of work prompts distance environments? The answer usually falls into two categories:
- Any situation where geography or time are not as important to accomplish the task
- When geography or time is critically important to accomplish the task
- The personnel components of doing the work. Do you have employees with physical impairments? Unique skills that are not available with other in-office staff (such as a native language translator or specialized technician)? Periodic personnel requirements related to seasonal work?
- The company may also be the reason for distance work environments, such as a reduction of the physical office facility, dispersion of a workforce group to satellite offices, or even an emerging distance working policy.
- The industry may also be one that includes virtual work characteristics. For example, consider military base dispersion around the world and all of the services that support the surrounding communities. If you work in an industry with 24×7 support requirements like e-commerce, you may also need virtual work environments to address customer needs at any time.