Abstract The emergence of COVID-19 has presented employees and employers new challenges as many employees and managers were forced to work in a remote environment for the first time. For many reasons, managing virtual teams is different than managing employees in a traditional face-to-face office environment. Although many managers have been learning how to lead their virtual teams over the last several months, we offer five steps for leaders to follow for how to maximize the effectiveness of a remote workplace. By taking specific actions and ensuring the organization has a culture to support their virtual workforce, leaders can improve the performance output and engagement of their teams. The five steps are: first establish and explain the new reality; second, establish and maintain a culture of trust; third, upgrade leadership communication tools and techniques to better inform virtual employees; fourth, encourage shared leadership among team members; and fifth, to create and periodically perform alignment audits to ensure virtual employees are aligned with the organization’s cultural values including its commitment to mission. All these steps start with the realization that managing a team is going to be different when the members are dispersed, and new leadership strategies, communication routines and tools are required.

中文翻译：

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在虚拟 COVID-19 工作场所领导您的团队的五个步骤

摘要 COVID-19 的出现给员工和雇主带来了新的挑战，因为许多员工和管理人员第一次被迫在远程环境中工作。出于多种原因，管理虚拟团队不同于在传统的面对面办公环境中管理员工。尽管许多经理在过去几个月里一直在学习如何领导他们的虚拟团队，但我们为领导者提供了五个步骤，供他们遵循如何最大限度地提高远程工作场所的效率。通过采取具体行动并确保组织拥有支持其虚拟员工队伍的文化，领导者可以提高团队的绩效输出和参与度。这五个步骤是：首先建立并解释新的现实；第二，建立和维护信任文化；第三，升级领导沟通工具和技术，以更好地告知虚拟员工；第四，鼓励团队成员共享领导力；第五，创建并定期执行一致性审计，以确保虚拟员工符合组织的文化价值观，包括其对使命的承诺。所有这些步骤都始于认识到当成员分散时管理团队将有所不同，并且需要新的领导策略、沟通程序和工具。