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Clarifications--there is a world of difference between managerial techniques
suitable for co-located teams and those suitable for geographically separated
teams (who have never had direct interaction). The assumption made by
many "experts" is that the techniques are the same. They are not.
There is a fundamental difference between managers and leaders, other than
semantic; leaders are strategic, creating and selling organizational "vision."
Managers are tactical, implementing and directing the nuts and bolts activities
to fulfill that vision. The terms mean fundamentally different things, and
although it is possible that a manager can be a leader and a leader can be a
manager, it is both rare, and confusing to subordinates.
My reference to the incompetency of managers is very specific; I think the
techniques that may make them competent managers of co-located subordinates
makes them incompetent to manage virtual teams. Take away the stick, and make
most of the carrots unavailable, and what is left is overpaid incompetence.
Specifically, a manager should be able to encourage and facilitate a high level
of task accomplishment WITHOUT resorting to either conventional rewards or
punishments. If he or she cannot, then he or she is simply a hack feeding
off "legitimate authority." In short, "you have to do it because I say you have
to and I'm the mommy."
Thanks,
Edwin
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