最近考慮要為推進(jìn)遠(yuǎn)程辦公（telecommuting）和數(shù)字游民（digital nomad）做一些工作，正在看一些相關(guān)的書(shū)補(bǔ)充下知識(shí)?！禩he virtual manager》是一本講如何對(duì)虛擬團(tuán)隊(duì)進(jìn)行管理的書(shū)。看的過(guò)程中我會(huì)摘抄一些內(nèi)容，全書(shū)一共有8章。這段時(shí)間事情有點(diǎn)多，還有6000多字的英文作業(yè)要寫(xiě)，所以可能會(huì)一點(diǎn)點(diǎn)更新。

《virtual manager》有kindle電子版

1. A new way of doing business: Virtual teams.

When organizations look to the future, the most innovative and successful leaders realize the potential that virtual workforces have to change the face of business.
As working at a distance continues to take root, virtual workplaces may soon become more common than physical office spaces, especially when you factor in the past growth rate.

2. Building trust in virtual teams.

The best way to find out if you can trust somebody is to trust them. - Ernest Hemingway.
判斷一個(gè)人是否值得信賴(lài)的最佳手段是信任他 - 海明威
One of the greatest challenges of managing virtual employees - if not the greatest - centers on the issue of trust. In a recent survey of senior leaders of large and Fortune 500 companies, nearly 60 percent of respondents said earning trust was a challenge for leaders of virtual teams.

3. Qualities of top virtual employees.

4. What is all boils down to: Employee engagement.

5. The top 10 employee engagement drivers: maximizing them for virtual workers.

6. Overcoming challenges: changing the location without changing organizational principles.

7. Managing people you can't see

8. final thoughts