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  • Having a virtual office can spare time and make your business increasingly proficient. This is all because of the advances in innovation that make the above focuses conceivable. All you need to do is, get a local office, and you employ the other individuals to work with. This team can live wherever they want while the use of technology will guarantee they are filling in as proficiently as expected. Virtual teams are the new wave; it has increased in the realm of business, with staffs and colleagues spread far and wide over the globe. With the accessibility of the internet, organizations now work using virtual teams. Before the technology can collaborate with virtual teams, it is advisable to Evaluate the tasks and challenges of the collaboration in your virtual team, and also you evaluate the technologies you have available in your organization to accomplish the given task Overlaying both then provides the right way of choosing the most appropriate technology for your collaboration tasks and challenges in your specific team. And it is essential to choose consciously what is best for the team. Thus, technology can collaborate with the virtual team in the following aspects.

  • Many teams, those who work mainly on long projects, end up reducing their production and performance, because that initial challenge is being changed by the daily routine, in other words, they get “stuffy” to look at all day long. the same code, the same process, the same screens, the same rules.

    The other day I was reading a story that suggested even the team’s total focus shift, at least one day a week. That, in turn, may be a bit overdone, but there are some viable ways to stay focused, and therefore the motivation of the team. Below are some points that are positive differentials in the daily life of a team:

  • Teams are when a group of people come together to with the same goal. Teams go through five stages of development Forming, Storming, Norming, Performing and Adjourning. Team conflict is most likely to occur in the storming phase when team members are competing for power and relationships have not yet developed.

    When conflict does arise, there are styles to handle conflict: Competing, Avoiding, Compromising, Accommodating and Collaborating. (Daft, R. L. 2014 P.317). Competing using power to pursue your own interests. Avoiding when you ignore the concerns of others. Compromising to find mutually acceptable solution. Accommodating by ignoring your position and satisfy the other individual. Collaborating by working with the other individual to find a solution that satisfies all concerns. Depending on the situation, the leader must make the decision as to which method to take.

    If the leader decides to fix the issue, they have several methods to alleviate through bargaining, Negotiating, Integrative Negotiation, Distributive Negotiation, Mediation and Facilitating Communication. Each depends on the severity of the issue and the communication level between those involved.

    We all come from different backgrounds and experiences. It is amazing that we can communicate and get along in any form. The leader needs to be aware of the differences of the followers and try to build team cohesiveness.

  • Managing team performance is essential to ensuring a high performing team. There are several things that a team leader must do to manage performance. A team leader must be knowledgeable about the business, industry and know the strengths and weaknesses of all team members.

    A team leader must make sure that their team has the right people. It starts with selecting the best talent possible. After selection of talent, it continues by monitoring the performance of individual team members, they will know who the stars are and who the bad apples are. Performance reviews with each team member must be scheduled on a regular basis. A review should allow the team member to discuss their tasks and allow the team leader to offer support or change of the workers tasks. It must be done in a way that shows the team leader is open, honest and fair. It should look at ways for the employee to improve. It should also be a two-way conversation.

    A team leader must be ready to deal with poor performers. They will need to either change up their work, transfer them to another team or let them go. Poor performers can pull the performance of the entire team down.

    A team leader must support and encourage team members. The team leader does not do any of the tasks for the project but instead organizes the work, tracks the team’s progress and is there to help the team members so they can get their work done.

  • Building trust as a concept

    Virtual teams encounter challenges like any other team however; their challenges are a unique mix. Processes can be put in place to meet these challenges head-on and prevent them from getting out of control. Certain processes are best when implemented right from the start and these are not a one-time task but rather ongoing processes. Methods to ensure trust, schedules of face-to-face meetings, metrics for team performance and proper communication strategy can increase the chance of virtual teams to be successful.

    Trust in a virtual team is the most important driver of success. Although this is important for any team, it seems to be much more important when the team is not collocated. As a team member, you need to trust your teammates will complete their pieces of the work. As a subordinate, you need to trust that the team leader believes you are doing the work you said you were. I feel that in order to build trust in a team, team members must show positive actions. Once team members see that others are reliable, trustworthy and respectful trust will grow.