Page 126 - Managing the Mobile Workforce

strategic leadership in a Virtual world � 105

or using collaborative software and mobile devices such as laptops
and mobile phones might be a completely new way of operating your
company.
Let’s not be naïve, though. What might some of the risks for
your company be if you deployed a mobile workforce? This group

of independently thinking nomads, traversing from office to office,
city to city, and state to state could add some drama to your boardroom
meetings—at least initially. Change always involves risks.
Moving to a new business strategy paradigm will also require a
trust relationship with everyone involved. That means trust at ev-
ery level of management and throughout the enterprise system. See
Chapter 4 for a discussion of trust—we think it is essential for this
kind of strategic shift in direction.

Being a sage about the stage
As much as we ascribe to the teaching strategy of being the guide from
the side—that is, the mentor, coach, or expert who leads by example
and support—we think you are going to have to also be the sage from
the stage—a visible leader—to move this puppy forward. What does
that mean? Picture John Berry’s apostolic work, his aggressive agenda,
and his vision for the future. To make big change you have to lead the
pack, not just sit on the side and encourage.