Remote Teams: Managing Attitudes, Not Activity

By Drew Gurley

Managing remote teams is tricky. If attitude is the icing, function is the cake. In this article, Drew Gurley discusses why we should manage attitudes within remote teams and not their activities.


In its most simple form, managing a team has two components: functional and attitudinal.

Managing the functional components of a team is simple: It is smart people following good process to meet clear goals. There are work plans, status meetings, face time with team members, ongoing critiques and so on. I’m not saying this is easy, but results are pretty predictable if you follow this approach.

Managing the attitudes of team members is an entirely different challenge. It’s the difference between share of mind and share of heart. You have their bodies but have you captured their commitment? Are they enthusiastic? Does their enthusiasm rub off on others? I believe that attitudes are the classic 80-20… attitudes influence 20 percent of the effort and 80 percent of the outcome.

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About the Author

DrewDrew Gurley is an established executive in the financial services arena and co-founder of Redbird Advisors. Drew has developed hundreds of successful financial services agencies from the ground up and he has worked one-on-one with nearly 1,000 financial professionals across the US. Drew’s work with Redbird has helped thousands of agents and advisors build a stable foundation for their personal businesses. His focus on customer experience marketing has been the cutting edge to help drive growth within Redbird’s wholesale division. You can find more information about Drew and his business at:

The views expressed in this article are those of the authors and do not necessarily reflect the views or policies of The Political Anthropologist.


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