Alan Hall

Kevan Hall

Practical ideas, tools and tips for managing yourself, collaborating with others and leading other people when working in remote, virtual and hybrid teams, and when working from home. Based on the latest research and over 25 years' experience training over 100,000 people in remote and virtual working with over 400 leading organizations around the world. Includes the latest learning from the COVID period global mass experiment in remote working. Learn how to enjoy the benefits of remote and home working including higher productivity, better engagement, and improved work life balance. Develop some practical strategies to overcome some of the challenges including. Managing yourself - managing boundaries, designing a sustainable and productive pattern of home working for yourself, managing wellbeing and socializing virtually Collaborating with others - fewer, better virtual meetings, looking good on video, mastering multiple teams, managing the expectations of others, and succeeding in hybrid teams Staying visible and connected when we are apart - staying visible when working remotely, building and activating your network, establishing a heartbeat of communication Leading others remotely - adapting your leaderships style, balancing control and trust virtually, running positive remote coaching and performance conversations, creating autonomy and psychological safety, managing inclusion and creativity virtually. Kevan and Alan Hall run Global Integration, a training company focused on new ways of working. Their intensely practical approach has helped tens of thousands of people succeed in remote and virtual working. Their previous books include Speed Lead, Making the Matrix Work and Kill Bad Meetings.

Leading Remote and Virtual Teams: Managing Yourself and Others in Remote and Hybrid Teams Or when Working from Home

Global customers, supply chains and more integrated business functions mean that work now cuts across the traditional vertical silos of country and function. But the 'solution' of the matrix structure also brings multiple bosses, competing goals and higher levels of complexity. Traditional management training prioritizes clarity, predictability and control. In a matrix we need to be able to balance this with the ability to tolerate ambiguity, manage uncertainty and decentralize control. Managers need an expanded toolkit to help them move from the hard to the soft, from the concrete to the ambiguous and back again depending on the situation. Making the Matrix Work introduces some new ideas and practical tools in 3 key areas. * Leading people beyond clarity to flexibility A matrix trades clarity for flexibility. We need to create enough clarity on goals and roles and to align with others; but we also need to cope with ambiguity, manage complex trade-offs and dilemmas and deal with higher levels of conflict. * Being connected and effective We set up a matrix to improve cooperation and communication across the silos but be careful what you wish for! It is easy to become over-connected to poor quality meetings, teams and communication. More teamwork, meetings and emails are not the answer. * Creating control by giving it away. The complexity and diversity of the matrix can undermine trust and lead to an increase in central control and bureaucracy. We need to prevent this by building trust, empowering and creating commitment. Accountability without control and influence without authority are the norm. Kevan Hall's new book will help you develop your matrix mindset and will show you how to establish and engage networks that do not depend on role, control or authority to get things done. This book gives individuals working in the matrix the tools to take control of their own goals, role and success and shows matrix managers how to lead others to make their matrix really work.

How Matrix Managers Engage People and Cut Through Complexity

Making the Matrix Work

CUT 50% OF YOUR MEETINGS AND IMPROVE THE ONES THAT REMAIN Meetings are essential to collaboration and decision making, but they are often irrelevant, time consuming and badly run. People spend an average of 2 days per week in meetings and 50% of it is wasted. This book will help you win back that wasted day a week by cutting out the half of face to face and virtual meetings that do not need to happen and radically improving the ones that remain. The two authors, one an experienced CEO and consultant to major multinationals, the other a millennial line manager working within one of the world's largest companies, find common ground, and occasional disagreements on creating new ways of meeting both face to face and through technology that are far more engaging and effective for everyone. The book focuses on three main areas: · Dealing with the business and corporate cultural challenges in changing the way we meet · Cutting out the unnecessary topics and participants that make up 50% of todays meetings · Designing and running faster and more focused face to face and online meetings with more relevant content; clearer decisions and actions, and much higher levels of participation Full of examples and practical tools that will improve everything from your regular team meetings to management meetings, online conferences, global meetings and big events. This book will lead you through practical actions and targets to kill the meetings that do not need to happen and radically improve the ones that remain.

Kevan Hall

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