Welcome to Manager Tools. Today's Cast, Distant Manager Basics, Part 1 of 2. Here we go. Mark, 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?

I'm in Chicago.

I got team members in York and I got team members in London and I have team members in New York and I got team members in London and I have team

members in in Los Angeles. The fact is this team is far-flung across the world.

It makes a sense for my organization. We don't want 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. Yeah yeah and 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 many 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.

Management from a distance makes things notably harder.

It's not twice as hard, although I will tell you if you're a frontline manager and you've never managed and the choice is

Taking a team that's all co-located with you or a team that's not co-located with you at all

I believe that is twice as hard.

It's probably not twice as hard if you've already managed a couple of times

with people co-located with you, but it's enormously harder.

And I believe this is another one of the things that goes to the idea that if companies

are not going to help managers get better when they become managers and then

they're also not going to say this is different now here's some things you

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