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Welcome to the Center for the Advancement of Virtual Organizations, a hub of current information and practices designed to support diverse industry professionals and educators in all facets of remote work. CAVO serves as a platform to unite research and practical knowledge by partnering with experts in remote work, with the goal of disseminating the latest developments in remote work and associated technologies.

Meet Q3 CAVO Visiting Virtual Expert, Dr. Gleb Tsipursky

Dr. Gleb Tsipursky was lauded as “Office Whisperer” and “Hybrid Expert” by The New York Times for helping leaders use hybrid work to improve retention and productivity while cutting costs. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote the first book on returning to the office and leading hybrid teams after the pandemic, his best-seller Returning to the Office and Leading Hybrid and Remote Teams (Intentional Insights, 2021). He authored seven books in total, and is best known for his global bestseller, Never Go With Your Gut: How Pioneering Leaders Make the Best Decisions and Avoid Business Disasters (Career Press, 2019). His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, andelsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

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Virtual Leadership Framework

Since 1996, NU has been at the forefront of virtual leadership. To demonstrate our success and commitment to excellence in virtual leadership, NU’s School of Business has a pronged approach.

Emotional Intelligence
  • Manage Relationships
  • Adaptive Communication
  • Technology
  • Conflict Mitigation
  • Competency
  • Presence
Continuing Improvement
  • Change Management
  • Appreciate Inquiry
  • Risk Mitigation
  • Building Trust
  • Community Development
  • Stakeholder Management
Human Capital
  • Diversity & Inclusion
  • Worker Development
  • Work/Life Balance

Rawlings, M., Menefee, S., White, G., & Allen, B. (2020). Center for the Advancement of Virtual Organizations. National University.

Virtual. Remote. What’s the difference?

virtual organization is one where employees engage in a limited physical corporate office presence, connecting remotely via technology.

remote job is one where an employee works at other locations often returning to a corporate office.

Although the terms virtual and remote are often used interchangeably, virtual work happens through teams or individuals operating at a distance with some degree of self-direction and autonomy (Burma, 2014; Caillier, 2013; McCann & Kohntopp, 2019).

Have a request for a future topic, tip, resource, success story, or want to engage with one of our contributors? If you’re interested in contributing to CAVO, please email us at [email protected].

Podcasts That Empower

Find insightful guidance on effective virtual workplace practices, including adaptive leadership, building trust and accountability through emotional intelligence, communication, engagement, presence, and much more.

Burma, Z. A. (2014). New organization structures: Virtual organizations. International Journal of Engineering and Applied Sciences, 6(2), 18-27.
Caillier, J. G. (2013). Are teleworkers less likely to report leave intentions in the United States federal government than non-teleworkers are? The American Review of Public Administration, 43(1), 72–88. doi:10.1177/0275074011425084
McCann, J., & Kohntopp, T. (2019). Virtual leadership in organizations: Potential competitive Advantage? SAM Advanced Management Journal, 84(3), 26–39