The Virtual
Boss is a Reality in Today’s Global Workplace
By Laurie Burstein
When Cheryl Wroth talks to her supervisor, Kim Badland, at 8
a.m., Badland has already worked a six-hour day. That’s because
Wroth is based in St. Louis while Badland works in London. The
two have worked together in a long-distance arrangement for
about two years for Anderson Consulting, an $8.9 billion global
management and technology firm. While they have to work a bit
harder to stay in close communication, many of the challenges
can be overcome with today’s technology.
As a manager for Global Internal Communications at Anderson,
Wroth describes her supervisor as her “virtual boss.” She and
Badland rely heavily on e-mail, voice mail and conference calls
to communicate with each other and the rest of their team. “When
you operate globally as we do, we depend on technology to break
down barriers. At Anderson we have a massive internal e-mail
system and video conferencing, yet sometimes an old-fashioned
telephone call is the best way to keep each other informed,”
Wroth says.
As a supervisor, Badland believes you don’t have to physically
be in the same office to manage employees and accomplish good
work. “I may not see Cheryl every day, but I know projects are
happening, because we stay in close contact. With this kind
of set-up, we rely heavily on team work.”
Badland and Wroth do meet face-to-face about four times per
year. With Anderson’s extensive network of 140 offices around
the world, meetings have taken place in the company’s offices
in Atlanta, Chicago, London and Dublin.
Both agree that one of the biggest benefits of working together
on an international basis is the exposure to other cultures.
“It’s fascinating to work with people all over the world and
see how business gets done at an international level,” they
concur.
Another interesting “long-distance boss” scenario is that of
Kristin Templin and Caroline Fuchs of St. Louis-based Fister
Lauberth, a marketing communication and graphics design firm.
Templin, an account executive in St. Louis reports to Fuchs,
based in Washington, D.C. They specialize in serving associations,
many of which are based in D.C. The two talk by phone for at
least a half-hour to one-hour every day.
Communication is everything when you work in different offices,”
Templin says. “We use e-mail and voice mail non-stop. At times
it would be nice to walk next door and talk in person, but I
have added responsibility and more decision-making ability by
not having my boss in the same office. Caroline and I have a
good working relationship and I always keep her in the loop,”
she explains.
In today’s global economy, it is becoming more common for employees
and supervisors to be separated by distance and time zones.
“We are experiencing an increase in employers that have made
corporate ‘campers’ at all levels of an organization. The executive
we see today has more travel, more technology and more responsibility
than ever,” states Annie Gray of the executive search firm,
Annie Gray Associates, Inc.
All this leads to minimal face time with bosses, peers and subordinates.
“Some execs have never met their entire staff in person. The
distance makes building trust, clarification of expectations
and mentoring a challenge,” Gray explains.
Fuchs, group director of the Association Unit at Fister Lauberth,
says there are several things she has learned about managing
employees long distance. “You have to be extremely clear when
providing direction. I try to supervise from a distance based
on production, accomplishments and trust. When Kristen and I
do meet in person, we make the most of the time.”
Gray agrees that it is important to schedule face-to-face meetings
as often as possible. “Even an impromptu meeting at the airport
when the boss is changing planes in the city of his/her staffer
will work wonders. Regular in-person meetings can help foster
positive relationships, which are paramount to success in the
workplace.”
Laurie Burstein is a public relations consultant in St. Louis.
