New Effective leadership development in the online / hybrid space

In many companies, the pandemic-induced need to keep up with the pace of change has meant that working from home or hybrid working, which had previously been unheard of or only introduced on a limited scale, has presented a number of challenges for managers as well as employees. The challenges of managing online or hybrid teams have overemphasised the importance of managerial competencies, while the quantity and quality of the work to be done has changed little. The themes of team and community building, building cohesion among colleagues, trust, the scope for staff to be understood in the context of situational leadership and accountability have become inescapable. At the same time, the possibility of micro-management and continuous monitoring, which were previously a matter of physical presence, has been reduced.

Many managers ask themselves: how much can I trust and rely on my staff when I do not have a constant overview of their work? What are the issues and frequency that justify online or face-to-face meetings? How can I foster trust, autonomy and individual, intrinsic motivation to keep the team focused, focused and result-oriented between meetings? How can the personality profile (DISC) of each individual employee influence expectations, be it on task delivery, feedback, motivation, handling difficult situations - conflicts?

How might it be worth thinking about a meeting in an online, hybrid space? Should it be about preparation, invitees, time management, number of topics to be covered, depth, presentations for each topic, involvement of participants, creating a constructive atmosphere? In which situations can one-to-one meetings and joint programmes be organised?

These are some of the questions we will explore with participants to find practical solutions.

Primarily for operational managers and future managers who come from or are heading to a corporate culture where working from home or hybrid working has become part of everyday life and where, as a manager, you need to deliver results in this changed environment.

The delegating company can expect that its managers / future managers will bring with them practical and up-to-date knowledge and methods, which they can benefit from the next day, in live situations, thus strengthening the effectiveness of the individual and the team and the company's efficiency.

• Specificities of the online and hybrid space
• Main differences between face-to-face and online/hybrid management
• Leadership success profile in the face-to-face and online/hybrid space: creating a personal/team inventory
• Evaluation of key differences, weighting for future effectiveness
• Sharing experiences, what tools have been used so far and what results have been achieved: identifying good practices, identifying risk points
• Success criteria in the online/hybrid space
• Expectations from management and staff
• Unpacking success criteria, in particular team cohesion, motivation, trust, situational leadership, online meetings - organising presentations - on key topics, within the wider DISC practical framework
• Understanding different personality types - based on the DISC model
• Brief theoretical overview of the DISC model - personality typology
• Characteristics of each type in communication
• The role and importance of relationship building and personal relationships
• How to assign tasks - aspects to consider
• Motivational options for different types
• Giving and receiving feedback from colleagues and superiors
• Sources of potential conflicts and ways of resolving them
• Pace, tempo, pace
• Attitude to change - personal ways of adapting
• How to deal with different types of stress
• Brief theoretical overview of the situational leadership model
• Considerations to consider when choosing the right style
• Examining style flexibility, fit - with company culture, current organisational situation, tasks and employees, expectations
• Establishing the expected leadership role and identifying leadership pitfalls
• Aligning the leader's role as a manager and supporter
• Coach-type leadership, i.e. strengthening a supportive attitude in leadership

After the training, there is an opportunity for small group/individual consultation to analyse together the experiences gained in the practical application of the approaches and techniques discussed and to find solutions to the open points. This can take the form of individual/group coaching, guided workshops or counselling. If the participation in the course is part of an organisational development project, there may also be an opportunity for a participant-led group assessment and, on that basis, organisational development coaching.