SARAH GREEN: So I thought we would just start by talking about some of the challenges faced by managers of globally-distributed teams, and maybe how some of those challenges are different from, maybe, the challenges faced by any team that’s, maybe, like a virtual team, or distributed. TSEDAL NEELEY: An example of structuring unstructured time is when a global team leader sets aside six to seven minutes at the beginning of a regular conference call with his or her team to check in with people. We’ve looked at structured unstructured time in teams, and we’ve looked at teams that don’t hold the structured unstructured time.