Do it right: Managing Regional Teams

Talk to them. Keep them up-to-date with what's happening across the business. Make sure they hear company info at the right time, through the right channels. Don't rely solely on the intranet - visit them regularly.

Last Updated: 09 Oct 2013

Be sensitive. They operate in different markets, and you can't fit a square peg in a round hole. Imposing centrally formulated rules may be unhelpful.

Listen. They're the local experts: where their market is concerned, they may know better than you. Would their know-how work in your other markets? Ask them to present to head office and counterparts in other regions.

Keep an eye on things. Make sure they don't confuse distance with the right to do as they please. It's not the Wild West out there.

Treat them as equals. Give them the same conditions as head-office staff. Working in a far-flung outpost of the empire shouldn't mean shabby offices or fewer benefits. Where benefits aren't transferable, find alternatives.

Involve them. Encourage visits to head office. Include them in central training and introduce them to key people within services departments. Have new staff attend inductions with colleagues from different regions. And invite them to the head office Christmas party.

Spread the love. Encourage staff to apply for positions in other offices. Let them move from region to region, taking their expertise with them. Just make sure that some are happy to choose Bolton over Barcelona.

Find this article useful?

Get more great articles like this in your inbox every lunchtime

Ranked: Britain's best-run companies

These are the businesses rated top by their peers for their quality of management.

Unconscious bias in action

Would you dislike someone just because they’re from the Forest of Dean?

I ran Iceland's central bank in 2009. Here's what I learned about crisis ...

And you thought your turnaround was tricky.

"It's easy to write a cheque you don't have to cash for 30 ...

But BP's new CEO has staked his legacy on going green.

AI opens up an ethical minefield for businesses

There will inevitably be unintended consequences from blindly adopting new technology.

The strange curse of No 11 Downing Street

As Sajid Javid has just discovered, “chancellors come and go… the Treasury endures forever”.