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Working with People You Can\'t Be With

Michael Sampson
Explorer. Envisioner. Equipper. à The Michael Sampson Company Limited
29 Jul 2008••
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With
Working with People You Can\'t Be With

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Working with People You Can\'t Be With

29 Jul 2008••
Technologie
Carrière

Brief introduction to Working With Be You Can\'t Be With. When you can\'t see or hear them, you need to create cognitive links, eg, a shared vision, a common work practice.

Michael Sampson
Explorer. Envisioner. Equipper. à The Michael Sampson Company Limited
Publicité
Publicité
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Working with People You Can\'t Be With

  1. Working with People You Can’t Be With Michael Sampson The Michael Sampson Company
  2. How far away do you have to be until you are a “remote” worker?
  3. What’s the challenge to overcome?
  4. I Can’t See You
  5. I Can’t Hear You
  6. Common and Shared Vision 1
  7. Agreement on Work Practices 2
  8. Willingness 3
  9. Execute on Expectations 4
  10. How does technology help?
  11. Contextual Awareness I’m not there, but you’re blogging what you’re up to (substitute for hearing)
  12. Connected Presence You aren’t here, but I can see when you are available (substitute for sight)
  14. Choices … Effectiveness vs. Efficiency
Publicité