by: Karen Sobel-Lojeski
Richard R. Reilly
Wiley; Microsoft Executive Leadership Series
Reviewed by: Michael LoBue
The topics and discoveries authors Sobel-Lojeski and Reilly discuss in this book are valuable, if not essential, for any enterprise during any economic climate.
I found their work particularly poignent in two important ways. First, that distance is not just a physical condition, but a psychological condition that often exists between workers. And, that these psychological gulfs can have a more significant impact on the results than physical distances.
Second, they present a framework for understanding and measuring these psychological distances in their construct of the Virtual Distance Model.
The Virtual Distance Model is comprehensive and comprised of three major parts: physical distance; operational distance; and affinity distance.
Their writing style is easy on the reader and as much for line managers as it is for C-suite executives. For that matter, it also contains useful concepts and practical lessons for entrepreneurs and professional sole-practitioners looking to improve their effectiveness working in teams, working in teams within an office, or worlds and cultures spanning wide time-zones.