The Long-Distance Leader Book Summary

Book Summary

15 min

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Brief Summary

The Long-Distance Leader offers 19 rules for remote leadership centered on the idea that leadership is more important than location.

While the book hits on some familiar leadership principles, like the value of trust and the importance of communication, it also discusses the unique challenges that distance leaders face. The primary argument of the book is that remote workers and on-site employees are equal in value. With the right tools and technology, you can create a collaborative and efficient workforce regardless of distance.

About the Author

Kevin Eikenberry is a writer, speaker, and corporate trainer. He runs the Kevin Eikenberry Group, which, a leadership and learning consultancy company. He is an Outstanding Alumnus of Purdue University, and two-time best-selling author.

Wayne Turmel is the author of nine books and co-founder of the Remote Leadership Institute. He is fascinated by the ways that people communicate at work. He is also the author of Meet Like You Mean It and 10 Steps to Successful Virtual Presentations. He has a podcast called The Cranky Middle Manager Show.

Topics

Management & Leadership

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Key Insights

More than 90% of project teams include one or more remote workers according to the Project Management Institute. More than 80% of managers supervise at least one remote employee. The Long-Distance Leader discusses the new challenges distance leaders face, and the principles of leadership that remain relevant regardless of location. Eikenberry and Turmel break down their research into 19 rules for distance leaders. The most important rule is that leadership matters more than location - a good leader can manage a team anywhere using the right techniques.

Rule 1: Leadership matters more than location

Distance leadership was rare in the past, but in today’s business world a huge percentage of the workforce is remote. This new remote workforce offers new challenges for management, but the most important principle for distance leaders to remember is that good leadership is more important than location. Managers worry about how their employees spend their days working remotely, but with good leadership principles in place, you can build a successful team with employees in every corner of the globe.

Rule 2: Remote leadership requires its own set of skills

In the past, good leadership was all about clear communication, eye contact, listening skills, and team building. While these skills are still valuable, as a remote leader face-to-face communication is not nearly as important as written communication skills. For distance leaders, it is vital to communicate nuanced ideas via email and instant message. Distance leaders should also know how to embrace technology to build teams using meeting software and messaging apps.

Rule 3: Don’t forget the value of interpersonal connection

If your teams never meet face-to-face, it is easy to have a strained working relationship. Distance leaders know the value of interpersonal connection among team members and find ways to build connection using technology and warm written communication. Maintaining positive relationships among team members and with employees is a vital part of the distance manager’s role.

Rule 4: Take advantage of tools

The Remote Leadership Model offers three important elements for distance leaders, and two of them revolve around using tools effectively. The first element is building interpersonal bonds and encouraging personal growth. The second is using all technology at your disposal to make communication seamless and efficient. And the third is building the skills necessary to embrace new technology as it emerges.

Rule 5: Follow the Three “O” Model

The Three “O” Model examines leadership through three lenses - others, outcomes, and ourselves. Using this model, leaders focus on measuring outcomes to ensure success, supporting others so the team becomes your primary tool, and remembering to take accountability for ourselves and the actions of the team.

Rule 6: Balance individual goals with organizational targets

Remote workers will often focus more on their individual goals than team targets. Some workers may not have a clear sense of the overall aim of their team or organization. As a remote leader, it is important to connect each employee with perspective on the team’s objectives, and how they fit into the overall framework of the organization.