Managing Employees Globally Is Just Not the Same....

So...your employees don't live in the same town, or for that fact, the same country.  Do you manage them the same?  Absolutely not.  Interacting with employees internationally brings to bear some difference of skill.  First, you have to recognize cultural differences.  They may live in a country where an afternoon siesta is just a part of life, or where most people are not comfortable with telling you when they don't agree.  Then , there's the issue of technological functionality- is their internet and phone service good enough for the kind of contact you need in order to stay in touch?  Global employee management is at best stressfull and difficult.  Here are some tips:
1. Study the culture, the nuances, the businesses ethics and practices.
2.  Use some form of video conferencing to be able to 'face to face' them on a regular basis.
3.  Communicate, communicate, communicate. 
4.  Set clear and realistic expectations of what they are to do, and when they are to do it.
5.  Ask questions.  Verify what you know.  Inspect what you expect.
Simple ideas, but they'll help.

Risk and Delegation - 7 of 7

MANAGING THE RISK INVOLVED IN DELEGATION

Yes, there is risk…of failure, of conflicts, of missed deadlines, of mis-matched delegates.  You must be aware of the risk involved and take steps to minimize the exposure.  Make your delegation decisions based on probability and facts, not assumptions.  Know what is to be expected in advance of assigning a staff member to the project.  Remember this: the best prediction of future success is past performance.  What the prospective delegate has accomplished in the past sets expectations for what you can expect.  Anticipate problem areas and conflicts.  Your experience will provide insight.  Setup contingency plans to deal with the conflicts and shortages that do occur, to help minimize the risk.  Remove or reassign employees that make serious mistakes or who have inappropriate attitudes. 

There is no reward without some risk, but you must insure that the risk is minimal.  It’s your neck stretched the farthest.

SETTING BOUNDARIES

Once a task is assigned, you must be willing to back away and allow the delegate to do their job.  Micro-management does nothing but frustrate people, causing them to feel inadequate and inferior.  If you don’t feel like the employee has the ability or qualifications to accomplish the task, then don’t give it to them to begin with.

Take care not to involve yourself in the completion of the task unless the situation becomes critical in some way, such as deadlines or mission critical operations.  Allow the delegate to have enough room to do his or her job. 

Encourage problem solving and solutions; avoid becoming the ‘fixer’.  Empower them to get the assignment finished.  What good does it do to delegate a job, then stay so involved that your time is sacrificed anyway?

Keep meetings to a minimum, only enough for concept and accountability.  Express confidence in them and their capabilities, encourage innovation, reward excellence.