• MDI
  • German version
  • Contact us
MDI Management Development
  • Agile leadership
  • Lateral Leadership
  • Leadership Impact
  • Leadership Development
Select Page
How to maintain attention in online meetings

How to maintain attention in online meetings

by Peter Grabuschnig | Jan 10, 2023 | Best Practice, Leadership Tips, learning effectiveness | 0 comments

Read this article to find out how you can get everyone to listen to you in online meetings and what you need to keep in mind in a hybrid setting.

How to maintain attention in online meetings

You know it – sometimes you are leading an online meeting and you get the feeling that the participants do not pay enough attention to you. Even if the topics discussed seem exciting to you, it is sometimes simply not possible to keep everyone on the ball. Read this article to find out how you can get everyone to listen to you in online meetings and what you need to keep in mind in a hybrid setting.

The beginning is everything

The very start of the meeting is important. In a virtual context, we often lack “arriving in the room.” That makes it more important to pave the way for a pleasant start: make brief small talk and ask how people are doing. This can often be enough before jumping right into the topic. Activation methods, which you should use thoughtfully and appropriately, have a further influence on attention.

Clarifying expectations

It is also important to clarify the expectations of the meeting and its process right from the start. If you want people to listen and participate, you should make this clear from the beginning and mention that the meeting will not be a frontal lecture. Then your participants can prepare themselves. You should always avoid monologues – keep your participants active, let them talk and discuss, contribute actively. This way you will have their full attention right from the start.

Activation tools

To activate people, you can use simple techniques that also work well in face-to-face meetings. Ask lots of questions – These can be short chat questions that you address directly to individuals to get their attention. They can also be rhetorical questions that encourage participants to think. Short surveys using tools such as Slido or Mentimeter, as well as scale questions (e.g. from 1-10) also work very well.

Observe the energy Level

People love to self-assess. This can be a question about a specific topic, but it can also be a question about the energy level after some time in the meeting to decide if it needs a break. Break-out sessions create interaction and get quieter participants to become active. Make sure you have the right group size (never assign less than 3 and more than 5 participants to one team).

Also, try to make the content as interesting as possible. Think about what is appropriate for your audience and use storytelling to bring your facts and figures to life. Relevant examples will help you relate to your target audience. Dale Carnegie said nearly 100 years ago, “Talk to people about themselves and they’ll listen to you for hours.”

How to keep everyone in mind

As a facilitator, you should always keep an eye on the group, proactively address quieter participants, and cut frequent talkers short to the extent appropriate. For larger groups, you should work online with the “raise your hand” function. This allows you to keep a list of speakers and always see whose turn it is next. In addition, activate the view of the participants to always see all names and try to actively address people whose camera image you do not see. Otherwise you tend to address only the people you see in front of you.

Attention keeping in hybrid mode

Hybrid meetings bring additional challenges. The most important thing is not to forget the online participants. It’s best to have a separate screen for the video overview that everyone can see. In addition, practice has shown that an extra moderator on site for the virtual session is very beneficial. This can also simply be someone from the group who puts on the hat to look after the participants. In most cases, the overall quality of the meeting will suffer if you’re running the meeting and managing the virtual participants on the side.

As you can see, it is definitely possible to make your online meeting so exciting that your participants want to listen to you. Try out some of the tools next time!

Peter Grabuschnig

Peter Grabuschnig

Trainer, Coach & MDI Partner

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

  • LinkedIn

By the way, Peter will also be moderating the Leadership Horizon 2023:

This could also help you:

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

How to maintain attention in online meetings

by Peter Grabuschnig | 10. January 2023 | Best Practice, Leadership Tips, learning effectiveness | 0 Comments

Read this article to find out how you can get everyone to listen to you in online meetings and what you need to keep in mind in a hybrid setting. How to maintain attention in online meetings You know it - sometimes you are leading an online meeting and you get the...
Read More

Workation evaluation – lessons we have learned so far

by Jana Wölfl | 28. November 2022 | Agile Leadership, Best Practice, MDI Inside | 0 Comments

Vacation during working hours seems like a dream - but is it really? We provide a workation evaluation, weigh the pros and cons and look at the lessons we have learned so far.* Workation evaluation – Lessons Learned so far Workation - Work and Vacation - has become a...
Read More

How can I actively share knowledge as a leader?

by Anita Berger | 11. November 2022 | Leadership Tips, learning effectiveness, Learning Transfer | 0 Comments

How can I actively share knowledge as a leader? Knowledge management - I know that I know (nothing) How do you deal with knowledge management as a leader? What do we really know and how can we use it to our best advantage?  Mentoring & Knowledge Management Our MDI...
Read More

Agile mindset beyond company boundaries

by Book "Agile Leadership Development", Marina Begic | 20. October 2022 | Agile Leadership, Digital Transformation | 0 Comments

Agile mindset beyond company boundaries In order to compete in a constantly changing market, companies must be able to react quickly to changes.Strong networking, increased knowledge exchange and an agile mindset beyond company boundaries are crucial.Leadership in...
Read More

3 tips for efficient and sustainable OKR results

by Gunther Fürstberger | 17. October 2022 | Best Practice, Leadership Tips, Training Insights | 0 Comments

3 tips for efficient and sustain Do you want to learn more about OKR - Objectives & Key Results? Here are 3 leadership tips for efficient and sustainable OKR results. 1. Reserve the meeting dates for a year in advance Long-term OKR scheduling Long-term scheduling...
Read More

How to become resilient? Your personal superpower

by Anita Berger, ARD | 26. September 2022 | Agile Leadership, Leadership Tips | 0 Comments

How to become resilient? Your personal superpower Meeting the challenges in the VUCA/BANI world In this article you will get an insight into key competencies as well as starting points to strengthen your own resilience. Concrete reflection questions and tips for...
Read More

Third Workplace – A Plea for More Flexibility

by Aline Deporter | 20. September 2022 | Best Practice, Leadership Tips, MDI Inside | 0 Comments

Third Workplace - A plea for more flexibility And here I am, sitting in Croatia, on the decked patio, at the dining table with my work laptop and a sleeping cat - that came with the all-inclusive holiday home 🙂 Work from Anywhere Spontaneously I decided in the morning...
Read More

A leadership novel for first-time leaders

by Vladimir Novac | 22. August 2022 | Leadership Tips, Training Insights, training new leader | 0 Comments

‘Learn. Feel. Lead’ is a Must-Read A leadership novel for the first-time leaders that aims at coaching first-time leaders into effectiveness, through fictional situations and characters. In other words, a self-development book within a fictional setting. Introduction:...
Read More

Third Workplace – can you really work from anywhere?

by Anja Franzmeyer | 22. August 2022 | Best Practice, MDI Inside | 0 Comments

Third Workplace: Can you really work from anywhere? You don't need a crystal ball to know one thing: The future world of work is flexible! Whether home office, workation, third workplace or work from anywhere: As a company today, you have to be willing to experiment...
Read More
3 P’s – The 3 success factors of hybrid leadership

3 P’s – The 3 success factors of hybrid leadership

by Dominik Etzl, Gunther Fürstberger, Peter Grabuschnig | Jun 23, 2022 | Digital Transformation, Leadership Tips, MDI Inside | 0 comments

The 3 P’s – The 3 success factors of hybrid leadership

Basically, the concept of leadership in a hybrid set-up can be broken down to 3 main factors:

Purpose, People and Performance.

Each of these factors is an important piece of the puzzle that allows us to work efficiently and at full speed in hybrid. Here you will get a brief introduction to the basic principles of hybrid working and leading and why our 3 P’s are the 3 main success factors of hybrid leadership.

PURPOSE

Who would want to return to a workplace where you can’t identify with the values and thus don’t feel comfortable at all?

Everybody needs a reason to want to open the laptop every day – whether at home or in the office. In the hybrid world, you have to take care even more about keeping all of your employees on the ball. To do that, you need a collective mission – a Purpose.

At MDI, for example, we’ve made it our mission to develop leaders who “strive for a better world.” If your employees have a mantra that reminds them of why they have an important position in the company, they will be much more motivated to work and achieve more.

PEOPLE

Of course, employment itself should not be the only reason to enjoy showing up at the office. Often, it’s the people who motivate you to work every day. Much more emphasis should be put on the relationship among each other – the trust, the cohesion in the teams and the bond to the company. Especially when many employees are not physically in the office, you have to make sure that everyone is seen and heard. Transparent communication and respectful mutual behavior can quickly resolve conflicts and create a pleasant working atmosphere.

PERFORMANCE

The last P – Performance – is made up of three components:

  • Motivation
  • Competence and
  • Doing the Right Thing.

We ask ourselves the following questions: How much can and want our employees to achieve good results? Every starting situation of our colleagues is different. It is important to be understanding of each situation, to inquire regularly and to offer support where necessary.

We should also always keep up to date with the latest technology developments that can potentially facilitate processes and ways of working in the hybrid set-up. New apps and features are constantly being developed that make our routine workflows much easier and more flexible.

Clearly, hybrid work and especially leadership is still new territory for all of us. But before we despair and give up, let’s try around and keep the 3 P’s in mind.

Want to learn more aboute 3 P’s – The 3 success factors of hybrid leadership?

There are so many resources we can tap into to make work uncomplicated.

For more practical tips and tools, check out our guide

Successful hybrid leadership –

The 3 success factors of hybrid leadership

… and/or join our LinkedIn Leadership Community:

What serves you next?

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | 7. July 2022 | Best Practice, International leadership development, Training Insights | 0 Comments

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what's awaiting next for them...Dubai, Madrid and soon...
Read More

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
Read More

Redefining the workplace as a new area of impact

by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

Virtual reality for leadership development on the riseIt's high time we use VR learning in leadership development. That's why MDI Management Development International and Jenson8 are partnering to transform leadership development through virtual reality. The new "VR...
Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently...
Read More

Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

or maybe this?

10 agile ways to make organizational learning more accessible

10 agile ways to make organizational learning more accessible

by Peter Grabuschnig | Jan 26, 2022 | Agile Leadership, Best Practice, learning effectiveness | 0 comments

10 agile ways to promote organizational learning.

In order to respond to the current challenges in an organization in the best possible way, different learning formats have proven to be strongly supportive in terms of implementation. These enable new knowledge to be shared proactively and flexibly in the form of impulses within the company. They also have a positive effect on the networking of participants, as they can learn from each other and develop results together.

In the following, Peter Grabuschnig presents some methods for learning and networking and their approaches from the new book by MDI: Agile Leadership Development – How Leaders Learn in a Self-Determined and Needs-Oriented Way

 

Knowledge as the foundation for innovation and development

In a world where buzzwords such as VUKA1, BANI2, digitalization and agility have found their way into the operational meetings of HR departments, it is essential to actively address the constantly new and changing realities of our society. Knowledge, which not only lays the foundation for acquiring new competencies but is also essential for strategic and operational decisions, must therefore have the following characteristics:

  • It must be easily understandable and accessible.

  • It must also be transparent and kept up to date.

This poses increasing challenges not only for corporations, but also for small and medium-sized companies.

Information and knowledge alone do not create competence

For this, transfer into practice, application and training are required. So in order to learn new things (development) and create new things (innovation), it is highly relevant not only to know where I can find information, but also to actively engage with it. New things can only be created through new impulses that help us sharpen our perspectives and reflect on them.

Transparency and networking as drivers of leadership development

Every year, companies invest vast sums in the further development of their workforce. Often, large training programs are rolled out that have taken months of painstaking preparation. A common disadvantage of these programs is that in most cases they are quite rigid and fixed.

However, the fact that quite a lot can happen in a year and that circumstances can change completely in just a few weeks has been demonstrated not only by previous economic crises and the Corona pandemic. This is not to say that such measures are not useful.

Nevertheless, tomorrow’s leadership development should be able to be more agile and thus more adaptive and inclusive.

In many companies, a lot of knowledge is already available through ongoing training offerings and the experiences of employees. This now needs to be leveraged and put “on the road.” This requires courageous, new and participative concepts that link employees with each other, provide them with new impulses and give them the opportunity to learn from each other. In addition to the classic transfer of knowledge and the training of methods and models, agile management development also relies above all on transparent networking of the target group and flexible adaptation of the content to the current, actual needs of the leaders involved.

10 agile ways to make organizational learning more accessible

The following are some methods for learning and networking and their approaches.

1. Leader Camps

The most successful format for networking is the Leader Camp – a modification of the Barcamp. This is a method that originated in software development. The Leader Camp is titled with a current umbrella topic and offers participants the opportunity to discuss their own issues and challenges in correlation with the umbrella topic. The format itself can either take place in presence as a large event or be conducted as an online congress.

2. Web Camp

The Web Camp is a shorter online version of the Leader Camp in which a specific topic is covered. For example, topics that have come up as a result of a Leader Camp, a survey, or even strategic or operational operational need can be further explored and worked on quickly and without much effort with a larger group of interested participants.

3. Hackathon

The Hackathon, like the Barcamp, is a format that has its origins in the field of software product development. Here, first and foremost, a basic question is asked about a topic. An example of this would be, “How can we – as a company – manage to integrate flexible working models?” An answer to this main question is then developed using a predefined creative process.

In the first step, the problem is examined, analyzed and described in detail. Then possible solutions are collected together. Clearly defined, tightly held time phases prevent the participants from getting too caught up in discussions, so the focus is always on solving the problem. The third step involves the concrete implementation of these solutions. Here, an attempt is made to develop a directly implementable option from the ideas collected. Finally, the groups present their results to each other. The hackathon is thus an ideal method for achieving results and implementation possibilities quickly, agilely and in a solution-oriented manner.

4. Masterclasses

In music, the masterclass is used as a format to learn from the best and get new impulses and ideas for your own progress. The Masterclass for Leaders has been inspired by just that. Online in a short, 90 – minute webinar format, but also implementable in presence, it thus offers many different possibilities. For example, participants can learn new things from experts and have the opportunity to reflect on knowledge they already know. They can also ask questions and exchange ideas on the topic.

The procedure is as follows: As a rule, the expert gives a keynote speech. Afterwards, they have the opportunity to ask questions and discuss the topic with her. The short duration of the format makes it easy to integrate into the daily routine of executives, who are often very busy. Participation is based on voluntariness, and if someone is unable to attend, a recording can be provided.

5. Internal Masterclasses

To make existing knowledge in the company more accessible, the format of the internal masterclass is equally suitable. It does not make sense in every area, nor is it necessary, to buy in expertise from outside. There are many experts within the company who are willing and able to share their knowledge with others. Internally organized masterclasses, conducted by colleagues, create a good mix in the formats of continuing education programs, show appreciation for the expertise of individuals and offer the opportunity to effectively share important, company-specific information with a large group of people. Possible uses for internal masterclasses from the field include a financial review with the CFO and his team at the end of the fiscal year, etc.

6. The virtual implementation of the masterclasses

enables leaders to participate independently of locations and thus, for example, a better relationship, but also a better understanding, can develop between headquarters and countries. Particularly with regard to a hybrid working model, this format is suitable for bringing information to the workforce and providing them with news and impetus. This not only creates more transparency, but also promotes trust.

7. Online training

In 2020, the rapid technological adaptation of many companies to the realities of the pandemic led to the widespread acceptance of online training and online development activities. This digitization push has enabled us to now see training formats in virtual space as an actual alternative and extension to traditional classroom training. The big challenge will be to develop quality standards for online training. Nevertheless, online training is a very good way to get to know new methods and models and to train them in a virtual set-up in an entertaining and cost-reducing way.

8. Online courses

The online course as a form of asynchronous e-learning has been on the rise for some time. Platforms such as Masterplan, Udemy, Skillshare and LinkedIn Learning have recognized this and offer a variety of courses with different licensing models for use. With online courses, knowledge on a wide variety of topics can be made available on demand, quickly and without barriers.

However, the major challenge for personnel development is now not only the quality requirements for the content conveyed, but above all the large number of courses on offer. Curating the courses requires expertise that is not yet available in most cases. In addition, the lack of quality standards for online courses makes selection even more difficult. The professional field that will deal with this selection in the future are so-called learning curators. However, here, too, the question arises as to when an artificial intelligence with suitable algorithms à la Netflix will automatically offer our continuing education program adapted to the individual needs of the individual.

9. Breakthrough Sessions

Another way to make knowledge accessible and motivate leaders to transfer what they have learned is through Breakthrough Sessions (BTS). These are short sessions for reflection, sharing and getting feedback. Let’s assume a Web Camp is held, which leads to three specific projects. The project groups work on their topics and then have the opportunity in a BTS to present their progress or results and get feedback from other interested parties. Another option would be to bring in new projects, celebrate successes that have already occurred, or simply discuss new ideas together. Essentially, it’s about reflecting back on what you’ve learned from the learning pathway and discussing together what helped with implementation, what may have been missing, or where you still need support.

10. E-Coach

Making an additional learning offering alongside live formats compact and easy to access – this is the opportunity offered by the E-Coach. The E-Coach can be seen as an info and learning package. It can take the form of a newsletter, be embedded in the intranet or LMS, or be integrated into MS Teams as an MS SharePoint page. The goal is to provide leaders with additional learning opportunities or with necessary information.

Thus, with access to curated content such as e-learnings in the form of online courses or web-based trainings, podcasts, video lectures or interesting technical articles, the e-coach offers many supplementary tips and assistance for the daily management routine. In addition, it can be used as an information page to publish training dates, enable registration for individual measures, or provide direct access links to virtual events. In this way, participants can find all the important information about their development measures in one place.

Want to learn even more?

Learn more about Agile Leadership Development in our new book (german) or simply send us an inquiry to contact@mdi-training.com.

About the book
Peter Grabuschnig

Peter Grabuschnig

MDI Partner, trainer, mindset coach and consultant.

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

 

  • LinkedIn

By the way, Peter will also be moderating our upcoming Leadership Horizon Conference 😉 

What serves you next?

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | 7. July 2022 | Best Practice, International leadership development, Training Insights | 0 Comments

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what's awaiting next for them...Dubai, Madrid and soon...
Read More

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
Read More

Redefining the workplace as a new area of impact

by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

Virtual reality for leadership development on the riseIt's high time we use VR learning in leadership development. That's why MDI Management Development International and Jenson8 are partnering to transform leadership development through virtual reality. The new "VR...
Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently...
Read More

Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

or maybe this?

The New Era of Hybrid Working – Dealbreaker & Gamechanger

The New Era of Hybrid Working – Dealbreaker & Gamechanger

by Peter Grabuschnig | Sep 28, 2021 | Leadership Tips, Training Insights | 0 comments

For most companies, the new “hybrid” reality means increasing flexibility of workspace and working hours coupled with a lot of change and new organizational models.

But the work performance results currently speak for themselves, as many employees work even more productively from home.

Hybrid Work - how much flexibility can your Organization tolerate?

“In this article, I’d like to share the most relevant insights from my consulting work with several large international clients to provide some guidance in the jungle of approaches to Hybrid Work.”

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture. He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

Peter Grabuschnig - MDI Partner

Peter is a successful trainer, mindset coach and consultant.

  • LinkedIn

By the way, Peter will also be moderating our upcoming Leadership Horizon Conference 😉 

The essence of work has changed not only in the last year and a half.

If we take a closer look at work over the course of the last few centuries, we see an exciting picture.

In the age of agriculture, work was defined by nature.

People oriented themselves and their work cycle to the weather and the seasons. When the sun was shining in spring, crops were sown, and when autumn came, they were harvested.

Then came factories and industry and revolutionized the world of work.

Suddenly, work was defined by the rhythm of machines and treadmills in production and the Industrial Age was born.

Not long ago, people sat in front of their computers and typed on their keyboards all day, they started working together and took breaks together, then went home at the same time in the evening.

Over the last few years, technology has advanced greatly

and has led to the fact that we, as humans, often no longer need to be continuously present in one place in order to do our work successfully.

Companies that have mostly run like well-oiled machines have not wanted to face this reality. After all, increasing flexibility in workspace and working hours would require too much change and new organizational models.

But then came the Corona Pandemic

and forced many companies to take this next, long overdue, evolutionary step in work organization.

Virtual working from home was suddenly possible

and practice proved in many cases that the fears of the board members did not materialize. The results of work performance spoke for themselves and many employees worked from home even more productively than in the office.

The “New Normal

The essence of work has changed even further, however, into the “new normal” everyone has been talking about since the pandemic – namely, a hybrid approach to work.

The new buzzword “hybrid” will be with us for a long time to come, and in the coming years it will prepare us even more for the Digital Revolution that is already waiting for us around the corner. These changes will take time, no revolution was won in a day, but the first stone has already been thrown and has led to a small whirlwind in some companies.

Where we work, how we work, and when we work with others will shift and change over time and companies will need to start adapting their processes, rules, and infrastructure to successfully accommodate this.

It will likely take at least another year or two for organizations and teams to figure out what the right rhythm is for them. This will also be significantly influenced by the industry in question, the ecosystems of the companies, as well as shareholders and stakeholders who want and need different things.

What our employees want

If we look at the current needs of employees in this context, we can see relatively quickly that a large proportion do not want to give up the flexible arrangements of virtual working, even after the pandemic.

This puts many classically organized companies in a bind.

  • Only about 20% of employees want to return to the office. These are mainly younger people or people without a larger private environment who live alone and see their work as a place that also fulfills their social needs.
  • On the other hand, there are 30% of employees who would prefer not to return to the office at all. This group includes people in their thirties and forties with families and a strong social environment at home, but also people who have a long commute to work.
  • 50% of employees would prefer something in between, i.e. a hybrid set-up.

These figures alone show that as a company you are faced with completely different life realities and the wishes of your employees. And these have to be reconciled. This sounds like an increased organizational effort on the other side of which there are arguments like:

“Hybrid companies are 5% more productive” or “a hybrid setup makes employees significantly more satisfied”.

Especially in the current labor market and with the “War of Talent” heating up again, flexible work design has thus become inevitable for most companies.

Change everything - starting tomorrow, please!

As a company, you should take time right now, despite the great pressure from all sides,

to carefully examine possible next steps.

Using reorganization as an opportunity – Changing the Game

Talk to your management and your employees and don’t get carried away with quick decisions. Classically organized companies in particular should keep their distance from the trap into the ultimate agility, even if it may currently be tempting to make decisions quickly.

However, this new working reality naturally offers some great opportunities in addition to the risks, which we will highlight in the next point.

Hybrid Gamechangers:

  • Take the opportunity to reflect on the last year and a half together with the team. What has worked well? What didn’t work so well? And above all: What do we want to take away from our experiences? The team retrospective method is a great way to do this.
  • The reorganization can be taken as an opportunity to talk with the team and colleagues about the way we work together. In this way, the team can discuss roles, tasks, values, but also strengths and weaknesses together and establish a strong basis for the new challenges. For this, I can recommend the Team Canvas as a method.
  • In addition, it might be time to critically examine your own business model once again and check whether new working models could have an impact on it. A nice method is the Business Model Canvas.
  • It is also time to think about goal definitions. Is the classic and rather rigid approach of KPIs through “Management by Objectives” still suitable at all for the new working reality or should we rather think about introducing a more flexible system like OKR? After all, we don’t see our employees on a daily basis anymore, so we are moving away from the perception of defining performance by working hours and towards results as a measurable variable. The focus is on results and no longer on micro-processes. A recommendation at this point: the OKR-Facilitator course from MDI.
  • On the one hand, employees are required to be flexible in their daily work, but on the other hand, a flexible work model also presents the company to the market as a modern and forward-looking company that helps to retain employees and attract new ones.
  • The work-life balance of employees can be improved. Here I would like to explicitly point out the “can“, since employees usually work more in the home office than in the office and clear regulations and boundaries are needed in the system for this as well.

Stumbling blocks

these dealbreakers should be thought about beforehand

Hybrid dealbreakers:

First among the stumbling blocks, in my opinion, is the so-called “proximity bias.”

This means that we assume that people who are closer to us as a person, or to the team, perform better and are better workers. This can even lead to these people having more success in the company.

Proximity bias is not a new phenomenon, but the pandemic has reinforced it. Nevertheless, since 2015, there have been results of a large-scale study by Professor Bloom (Stanford University) showing that a person who works completely remotely has a fifty-fold lower chance of being promoted than a person who is in the office every day.

So, as a manager and as a company, one should be aware of this bias so as not to make decisions based on presuppositions that may not have any provable validity. When people who work at home or remotely get the feeling of being second choice, it creates an imbalance in the long run.

The second stumbling block is the fear of missing out, or FOMO for short.

People who are part of a team and have the feeling that they are missing out on something, or that they are not being included, quickly feel uncomfortable and become dissatisfied. A nice term is “democracy of the present” – meaning that people who are in regular contact decide important things together, leaving others out.

This phenomenon is not new either, though it has been significantly amplified by the Corona Pandemic. Imagine the following case: Three team members are sitting in the seminar room and attending the meeting from the office. Two other team members are connected from home. Important points are discussed and some, sometimes heated, discussions take place. At the end, everyone closes their laptops. For the participants at home, the meeting is over, but the three people in the room will probably continue to talk about the issues, perhaps even over coffee together. A classic case of FOMO.

As a third point, I would like to mention the so-called “presence inflation”.

Some employees are starting to come back to the office more than others. Thus, the others get the feeling that they stay at home too often. Here, the feeling should be conveyed that showing presence does not necessarily have anything to do with the fact that someone is in the office. Visibility and presence can be created just as much by not physically meeting.

Let’s move on to the biggest dealbreaker in the Hybrid Set-Up – “Input-Based Management.”

This refers to employees sitting at their desks, working hard, hitting the keys, and at least looking productive. The opposite of this would be “Output-Based-Management”, which focuses on what employees achieve. Are they hitting their quarterly targets, is the report ready by the deadline, are new products being developed, etc.? Input-based management is a disaster for managers who have employees working from home.

The question is whether Input-Based-Management is still practical at all, even for employees in the office. Inevitably, companies will have to address the issue of performance appraisal and define clear, understandable goals with teams and employees.

Secondarily, however, trust in one’s own employees will play a major role. Without a basic trust, a hybrid work set-up will pretty much not work.

The final dealbreaker is to bring employees into the office and require them to do tasks that they could do at home.

The only thoughts that arise in this case are control, pressure, dis-empowerment and lack of trust, which in turn is not a good basis for a functioning collaboration.

Back to the Office – What Now? Tips for the first steps.

I think what most companies are already aware of is that there needs to be a suitable technical set-up for merging the virtual world with office reality. In the last two years, a number of players have become well established in the market and many suitable software solutions are offered for a wide variety of initial situations. Investing and experimenting here will become an inevitable must in the future.

The first step is to take a close look at the main activities of your company.

If they produce software, there will be little in the way of a hybrid setup. However, if you are an industrial company, for example, you need to take a closer look at which areas of your work can be made more flexible, both now and in the years to come. It is important not to do the math without the employees. Get their opinions and ideas. This will help you create a sense of inclusion and possibly come up with new approaches and ideas. Especially for areas where you didn’t think home office days were possible until now, there may be creative possibilities.

It is also important for the team to consider how the time spent together in the office should be used in the first place.

Exchange, communication and creative joint processes, of course with a focus on work, should be planned and designed together. I hear time and again, especially from managers, that this new set-up means a lot of extra work. This fact is certainly not to be dismissed out of hand, yet it must also be made clear to managers that they do not have to handle all these tasks, such as planning and designing meetings, on their own. They can distribute a wide variety of organizational tasks within the team and also seek support there.

Employees who need more direction in their work are more likely to be brought back into the office.

In most cases, teams are set up in a diverse way, which is a good thing in itself. However, since self-organization is becoming more and more important in hybrid setups, employees who find this difficult are at a disadvantage. The idea that employees who need more direction in their work are more likely to be brought back into the office in order to be able to look after them better is therefore obvious. However, this is a relevant fallacy. The managers themselves are also in the home office to a certain extent, which means that the employee is not in the manager’s field of control. It is important to consider how directive leadership can also be implemented in a remote setup, e.g. through clear work packages, clearly defined and understandable goals and regular check-ins by telephone or conference call with the team member concerned.

Number and choice of home office days:

How much autonomy in making decisions?

The real question is not whether employees work flexibly or not, but who decides on the rules for this.

We can name three different approaches to this:

  • The Individual Mode: each person decides individually on which days to work in the home office and on which days to work in the office. This can happen in agreement with the manager, but does not have to.
  • Team mode: the team agrees or is instructed by the team leader on which days to work in the office and which to work at home. In this case, all team members are at home or in the office at the same time.
  • The top management mode: The company management tells the teams when to work at home and when to work in the office.

Currently, most companies opt for the individual mode

which means that an individual agreement is made with each employee. Some of my clients do this in the form of different models that can be chosen, still others give the decision completely free, and still others give a maximum of 2 or 3 home office days per week, for example. The individual mode may have its appeal, but it presents companies with the challenge of having to function as a hybrid.

Especially in the beginning, the team mode can be recommended.

The team agrees on certain days that are spent together in the office and others that are spent at home. On the one hand, this reduces the flexibility a bit, but on the other hand it gives you more possibilities to combine both worlds well. In exceptional cases, the manager can still make flexible decisions.

When deciding on days, it is also important to consider the Monday/Friday dilemma.

After all, the most popular days for home office are Monday and Friday and the least popular is Wednesday. However, in many cases this will lead to offices being overcrowded on Wednesdays and mostly empty on Mondays and Fridays. Here you should pay attention to a good distribution. 

Nothing has to be set in stone.

Especially when it comes to the choice of mode, but also with regard to all the agreements you currently make with your teams and employees – nothing has to be set in stone. Our working world is currently transforming – my invitation: Experiment! Preferably together with your team. Try out new models and, above all, take time to evaluate together with your team what works well and what should perhaps be discarded or adapted.

Your employees need one thing above all else now: clarity to plan their lives around the new arrangements.

Essentially, this transformation requires you to do one important thing: Communicate with your employees and listen to what they have to say to you!

I wish you every success for the leap into the age of hybrid work!

Leadership E-Learning

By the way, Peter shows you in our new e-learning course successful virtual collaboration & mentoring step by step!

Let's get together!

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

Explore now!

What serves you next?

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | 7. July 2022 | Best Practice, International leadership development, Training Insights | 0 Comments

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what's awaiting next for them...Dubai, Madrid and soon...
Read More

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
Read More

Redefining the workplace as a new area of impact

by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

Virtual reality for leadership development on the riseIt's high time we use VR learning in leadership development. That's why MDI Management Development International and Jenson8 are partnering to transform leadership development through virtual reality. The new "VR...
Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently...
Read More

Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Successful collaboration through mentoring, attentiveness and empathy

Successful collaboration through mentoring, attentiveness and empathy

by Peter Grabuschnig | May 19, 2021 | Leadership Impact, Leadership Tips | 0 comments

Successful collaboration, whether in a virtual or real environment, is defined by several important aspects.

For example, the function of mentoring or virtual mentoring and, strongly linked to this, the key qualification of attentiveness.

Leadership E-Learning

By the way, Peter shows you in our new e-learning course successful virtual collaboration & mentoring step by step!

Let's get together!

Successful collaboration through mentoring, attentiveness and empathy

Position yourself as a mentor in the team

Most leaders, as well as employees, are unaware that part of their job is to teach others. Be it explaining the new process, training the new employee or showing the colleague the new software program. Collaboration also has a lot to do with passing on and sharing knowledge. A teammate who is unfamiliar with a topic is likely to ask the more experienced colleague for help. But often that’s not the case and she doesn’t ask because she or he may be afraid of appearing incompetent or perhaps disrupting the colleague’s work.

That’s why it’s so important to position yourself as a mentor on the team. You need to make others feel that they can turn to you if they don’t know something – that way you avoid mistakes. In turn, everyone will then have an open ear for you if you ever need something.

Because as a leader, you pay attention to many other things besides your own operational tasks. For example, one employee may be sick; another may want to talk about a possible termination; the e-mail inbox is literally exploding; the presentation for the next management meeting is also not yet ready; and then the quarterly figures are also below target. Tony Robbins always reminds me of this qoute “Where the focus goes, the energy flows.“

Prioritizing needs increased attention

Prioritizing, focusing on what is important, not getting distracted, and making clear decisions even in stressful situations are all skills that require increased attention. The greatest challenge we face in our daily work and as leaders is how to deal with attention. This means, on the one hand, to distribute our own attention carefully and disciplined and, on the other hand, to pay more attention to how we support others in directing their focus to the relevant things.

Attention depends strongly on motivation

Since attention is strongly dependent on motivation, it is first and foremost important to find out what motivates. It is easier to pay attention to things that give joy. If you want to increase your own attention span, I advise you to pay attention to what causes you to lose it. This can be obvious things like email notifications or phone calls, colleagues showing up without an appointment or the “binging noise” of a new chat message.

It’s important to always be aware of things like your mind wandering or losing focus. Having a clear head for what’s in front of you helps immensely. Just 10 minutes of mindfulness training a day can work wonders.

The “principle of rotating attention”

One way to sustainably focus one’s attention on important issues is the “principle of rotating attention” by Gerhard Mantel, a leading music educator and famous cellist. It is actually used for rehearsing difficult passages in music, but can certainly be applied to everyday leadership. Mantel describes that by looking closely at individual patterns, interesting and error-avoiding details open up to the player. Specifically, it is a matter of looking for three to five things that one would like to work on with special attention. This technique can also be used well in leadership work.

Strike a balance between focusing and de-focusing

Being attentive and resisting distractions has many benefits, but also takes a lot of our energy. It is important that we create a balance between focusing and de-focusing. Stress plays a big role here; if you have too much pressure you can’t focus well. But this also happens when you have no or too little pressure. Especially as an leader, it is important to get into balance here by, for example, allowing yourself enough breaks through meditation, a walk in the woods, or just sitting in silence for 5 minutes and letting your thoughts flow. Often it is the simple things that give us energy again.

Empathy – an attentive approach towards others

So far we have mainly talked about our own attentiveness in terms of concentration. Another important point is an attentive interaction with others, which according to business psychologist Daniel Goleman is particularly relevant for leaders. This is about the ability of empathy, i.e. understanding how other people think, empathizing with others and what other people need.

Empathy is the basis for any development of functioning relationships and is therefore relevant for convincing other people, influencing them or even generating attention. The focus is always on the other person.

We want to be seen and perceived by others

Getting attention from others is one of our basic human instincts. We want to be seen and perceived by others. The first question you should ask yourself if you want to get the attention of others is what do they get out of giving it to me? Therefore, it is important to create value for the other person, to share relevant and valuable content and to let our counterpart actively participate.

Of course, you can increase attention through activation methods such as asking questions, figurative language, storytelling, information deficits and much more, but as long as the content has no relevance and no added value for me as a participant of a meeting, I will probably wander off with my thoughts faster than the presenter would like.

Thinking exercise - How do I generate attention as a leader?

So before you start thinking about what online tools you could use and what fun games you could incorporate into the presentation, take some time to think about who your audience is and what makes them tick. What problems do they have? What challenges? What answers do they need?

Once you have an idea of this you can think of stories and metaphors, pick up examples from everyday work, etc. The mixture of the benefits of the content for your participants and the appropriate activation methods will then certainly keep them engaged.

Grounded and mindful leadership despite stressful situations

Being mindful of moments is just as relevant for a leader as it is for employees. Tuning into the here and now through meditation and thereby grounding oneself can be very helpful, especially in stressful situations, especially when important decisions are pending or the pressure is very high. It is often enough to concentrate on your own breathing for one or two minutes. Breathing consciously into the belly, for example, has been proven to reduce stress in the body. Through mindfulness, one also recognizes that some things just take their time, which can be enormously relieving for leaders and their teams. The basis of mindfulness is to perceive without judging and thus also protects against hasty decisions.

Especially for people who are very driven by their emotions or tend to overwork themselves, mindfulness training can be a wonderful method to do something good for themselves and thus further develop their leadership skills.

Peter Grabuschnig

Peter Grabuschnig

Trainer, Coach & MDI Partner

Peter Grabuschnig is a successful trainer, mindset coach and consultant. As a partner of MDI- Management Development International – he supports leaders worldwide in their development.

He has trained more than 40 nationalities in recent years and is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

  • LinkedIn

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

Explore now!

What serves you next?

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | 7. July 2022 | Best Practice, International leadership development, Training Insights | 0 Comments

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what's awaiting next for them...Dubai, Madrid and soon...
Read More

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
Read More

Redefining the workplace as a new area of impact

by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

Virtual reality for leadership development on the riseIt's high time we use VR learning in leadership development. That's why MDI Management Development International and Jenson8 are partnering to transform leadership development through virtual reality. The new "VR...
Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently...
Read More

Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Information

  • Imprint
  • MDI company website

Social Media

  • Facebook
  • Twitter
  • Youtube
  • LinkedIn

© MDI Management Development Institute, 2020