Welcome to Mandator Tools. I'm Mark Horsman, one of the co-founders here. Due to coronavirus, we thought it would be helpful for us to re-release some

casts that address problems that you may now be facing in your professional or managerial life.

We have topics like phone one-on-ones and distance management, for those of you who are being

asked or encouraged to

telecommute and much more.

What's more, we're releasing these casts daily

over the next several days.

We didn't want you to have to go back through our archive and find things that might be relevant. We've already done that search for you. We hope this helps and if you need help, reach out to us. Good luck in the days, weeks and months ahead. We're rooting for you.

Welcome to Manager Tools. Today's cast, Distant Manager Basics, Part 1 of two. Here we go. Mark, let me ask you, let me ask you a question here, because this is something that comes up quite a bit, and in today's world, more frequently than probably we'd like it to happen, but we get this question all the time.

How do I manage when some of my directs aren't code located with me?

Right? I'm in Chicago. I got team members in New York and I got team members in London and I have

team members in Los Angeles. The fact is this team is far flung

across the world. It makes a sense for my organization. We don't have to get into

when it makes sense when it doesn't.

But it just makes sense here.

But man, management in this situation, it's hard.

It's harder.

And you know, this is a compounding of the fundamental mistake that I believe most organizations make.

This is an organization tool so we don't talk about what companies should do.

But, you know, you promote somebody to manager, you don't give me training 30 to 40 percent maybe even

60 or 70 percent of their job changes and they you know there's no reason to believe that the average company does a good job of seeing the change and preparing people for it.

And it's hard enough when somebody's co-located.

...