Preface

This book is the continuation of the theory and process I developed related to leading in the virtual work environment. My first book, The Human Side of Virtual Work: Managing Trust Isolation, and Presence, introduced the main character in this book, Virtual Vic. This book is written as a management fable that dives deeper into the challenges leaders face managing a blended workforce: colocated employees and virtual employees. It serves as a continuation of the theory and process of leading a blended workforce through the eyes of a fictitious executive leader. It is written to be a fun story that highlights the challenges faced and lessons learned by leaders in the virtual work environment. I continue to explore that humanistic management is a concept needed in managing and leading in the new organizational structure that affords companies who have virtual workers as part of their workforce..

The reason I chose to write using fictitious characters is to help illustrate the trials and tribulations of using technology while managing a workforce in the virtual work environment. I want to emphasis, within the story, what can happen when we remove the human touch. The story is designed to highlight areas of concern while leading a blended workforce. I also highlight the differences between leading colocated employees and virtual employees and how the same approaches might not work for all. The intent of this book is not to get heavy into the science behind theories and processes associated with leadership but rather to be an easy to read story. It highlights the lessons through telling the story from Vic’s vision and approaches.

As virtual workers continue to populate the corporate structure, the work–life balance renews the challenge leaders as well as employees who work virtually have in being a productive unit. My research and studies continue to expose the positives and negatives associated with this new work structure. We continue to see employees distracted using technology such as smartphones, tablets, and instant messaging as a way to try and communicate and stay connected to the work environment. Leaders communicate through e-mail messages, instant messages, often foregoing face-to-face interactions as the speed of work increases. The world is getting smaller due to technology being infused into the work environment and the expectations of reaching employees anytime in any place are in full swing.

This fable highlights the trouble a leader can encounter by relying on technology alone as a way to lead a department. It is my belief that technology is a tool to help lead and should not be the sole means to conduct business. Vic struggles with the idea that he is making life easier by using technology as a way to lead his department. His expectation is that by using technology he is making the human perceptions of trust, isolation, and presence clearer to his department but finds out he is not getting the results he wants.

I strongly believe that the human perceptions of trust, isolation, and presence play a critical role in managing all aspects of building a team, especially a virtual team. It is even more important to have these human perceptions as a barometer as to the health of the individuals who make up the team (department) and the overall health of the organization. An organization that has a high level of trust, it has individuals who do not feel isolated and having individuals feel a strong sense of presence within their environment will make it the most productive it can be. Leadership is a critical part of setting the right message for the department. Managing the three human perceptions discussed in this book will establish a foundation that will not crumble under pressure.

Please join Vic on his journey of leading his team and glean from him the lessons he learns from his informal board of directors, Reliable Reggie (trust), Solitary Samantha (isolation), and Being Bob (presence). Together they must be managed effectively to strike a balance needed to lead a productive department.