We’re all in the same boat right now: Concerns about the Coronavirus and it’s unpredictable upcoming challenges for us and the economy we live and work in, chaotic situations within organisations and this new home office „situation“.
If you’re also stuck in home office lately and remote working is surprising and quite new for you, we’re happy to share some quick tips helping you to be as productive as on your usual office seat.
As the 16-year-old Boyan Slat was diving in Greece in 2011, he discovered more waste than fish. And soon decided to start the Ocean Cleanup project. In the last few years thousands of people joined to support his initiative with providing money, technical solutions, promotion and so on. Although the first bigger cleaning attempt in California did not yet bring the wished results, the motivation of now company leader Boyan Slat stays unbroken and they go on improving their ideas and following their mission-of-heart to free our oceans from plastic waste
Good news first: No, you don’t need to learn coding! While the concept of Hackathons really has its origins in the IT world, it has evolved and become a pretty cool solution finding process, far beyond a classic workshop. Guided by an experienced Hackathon professional, we did a Hackathon ourselves to gather first-hand experience. As a result, here’s an idea of what Hackathons can do for you as a leader and HR professional. (more…)
Alexander Rehm has been working as an executive coach and leadership expert for many years already. He is originally from Munich but lived in Italy for a long time and is currently living in Switzerland. He works as a coach in both countries and knows the cultural differences between them. We talked to him about his work as an executive coach, the role of executives in the digital transformation and the future of face 2 face coachings.
Alexander: 20 years ago, coaching was not an issue at all in Italy. It was more the opposite: anyone who needed a coach was “sick” in the eyes of the others. Italian companies were usually very hierarchical and once someone made it to the top, the person was quite resistant to any “advice” or coaching. Unfortunately, this has hardly changed in many companies until today. Most of my clients work for international companies, therefore their leadership culture is obviously different. The reason for coaching is almost always a result from feedback, either directly from the supervisor or through 360° feedback. In that sense, my work has hardly changed, even though the expectation of me as a coach is going in the direction of consulting. Some clients are genuinely disappointed when I tell them that they cannot only get some advice from me about what they can do better. They actually have to work on themselves to trigger the desired change.
In my opinion, the biggest difference between the countries is the attitude. In Switzerland, coaching is a perfectly accepted tool for personal development. I think that Swiss executives are more actively taking on further training opportunities than their colleagues in Italy. As a coach, you may have less need for explanation, but the topics are usually very similar.
Leadership has so many different aspects that answering that question could fill an entire book. Therefore, I would like to direct my answer to one topic – and that is the understanding of leadership especially in the context of differences between the generations. Nowadays, we have up to 3 different age groups or generations in a company. Very hierarchical structures and leadership styles are not up-to-date anymore. Just yesterday, I had a conversation with a client who told me how difficult it would be to have a good friend as an employee. When I asked him why he thought so, he said that he would feel uncomfortable giving him instructions. So I asked him why he thinks that his other employees would like instructions. I think that’s when something happened to him…
What does digitalization bring with it? Change! Changes or rather the fear of it or even the refusal to face it is always a key issue in coaching. Therefore, I do not see a big difference to a merger, a restructuring, an adjustment of the business model, etc. Something I notice, however, is the lack of understanding, which opportunities the digitalization offers for the companies. It is not (more) about the replacement of the typewriter by a computer, but the integration of all digital possibilities in the business process. In my opinion, many internal but also external change managers should do a better job here.
My coaching is always a mix of face 2 face sessions and short virtual sequences. Often it is about keeping the client involved in the process and therefore, Skype or Zoom calls are the ideal tools. But I am a bit concerned about the large number of offers on the subject of speed or telephone coaching. What makes us coaches, is the ability to hear between the lines – and that is not possible without the perception of body language in my opinion. So I think that also in the future, coaching will be a good mix of digital and face 2 face coaching sessions.
Online tools can, of course, add some value to a coaching session but what makes a good coach is the ability to hear between the lines and this is not possible without the perception of body language.
At some point, everyone is wondering if this is it and what the reason is to get up every day. I was able to live out my passion for human development as the head of a European organization. The results were so encouraging that I – within the group – reoriented myself towards leadership development. The establishment and leadership of the company’s Academy inspired me to live my mission as an independent coach after many years.
Leadership development will (have to) go even more in the direction of personality development. Business schools like IMD in Lausanne or INSEAD near Paris have been recognizing this for a long time. They offer a good mix of management knowledge as well as best practice examples and intensive coaching sequences in their programs. In these sequences, e.g. the results of a 360 ° feedback are discussed in small groups. The coach has a rather moderating role here. The participants are taught coaching techniques based on current practical examples, which help them to strengthen their self-perception. I believe that all of us – leaders and coaches – will need to be even more flexible and willing to learn in the future.
Life crisis, leadership problems, the lack of (self) motivation, reorientation, location determination and difficult top managers who believe they know everything but still feel that something is missing.
I have a strong need to work with leaders, to help them find access to their own issues and to keep them involved in the process. I want them to not only think about possible solutions but accompanying them with the implementation of those solutions.
My mission is to support leaders finding their own purpose
Why do I do what I am doing? What do I contribute and what is the point of all of this? Many of today’s leaders are asking themselves questions like this. In a time where everything changes so fast and nothing seems to be permanent, it is only natural to deal with such issues. Anita Berger is an expert when it comes to engagement and motivation. She told us why the question of meaning is such an important issue and why the purpose of a company plays a crucial role.
The coaching industry is undergoing major changes caused by topics such as AI, VUCA, and digitalization. A few years ago, when we had a leadership problem, we were hiring a coach who can help and the problem was solved. But it’s no longer as simple as that. Inge Simons is working as an executive coach and told us more about the changes within the coaching industry and why it is becoming more and more important to work with the individual in its whole team.
Laurie Santos is originally from the US but has been living in different European countries and the Middle East for several years. She is still working as a coach and trainer in Kuwait. She gave us some insights into the business world in the Middle East, the current challenges for organizations there and the view on international leadership development.
We are living in a world that is constantly changing. Due to the digitalization and globalization, we are much more connected, which has its benefits but can be challenging as well sometimes. John Livden works as a trainer, mainly in Norway, but as well with international companies. We talked to him and wanted to know more about the current challenges for leaders in Norway, the influence of the digitalization for leadership and development measures and his outlook on the future.
John Livden works as an executive coach and leadership trainer. His passion is to work together with people and help them succeed. He enables people to discover their uniqueness and possibilities, inspires them to take charge and full responsibility for their own lives and help them grow into their full potentials as leaders/managers and human beings.
John: I think that the biggest challenge is actually the gap between management and leadership. Managing the projects, the people and the organization takes up so much time for leaders. My experience is, that a lot of leaders really feel this pressure. There so many things they have to do and the thoughts they have in their mind. I think that one solution to this problem could be the implementation of new agile leadership styles, where the leadership tasks are not only with the leaders but also with other employees of the company. This has a lot to do with coordination and cooperation between people and the way they work together. Successful leaders should be able to manage the complexity around them and still find time to actually build relationships, to communicate and to be there for their employees.
I think you need to have a good radar. You can’t know everything because you are not native. You have to be aware that you are working together with people from another culture. Try to find connection points and try to understand the differences. And probably most important, always pay respect for their culture. Keep in mind that there could be cultural elements that are inhibiting the learning process which leads to conflicts. In this case, sometimes cultural differences can be a hinder for development. As a trainer and consultant, you have to be aware that you have challenge things from time to time. Make sure to know how to do this in a good way.
I think, when we are specifically talking about Norway, it is important to understand, that the Norwegian culture and the Norwegian working-culture is very different from, for instance, the German or even the Danish one. Actually, many people see the Scandinavians as one entity, but there are differences between Norway, Sweden, and Denmark as well. We should definitely be aware of this. It is really interesting to see the differences the way people make decisions, how they approach problem-solving, discuss and handle conflicts. For example, the difference in the overall picture between a Norwegian and a Danish, when it comes to a business setting is following: The Danish has a much more continental influence on their business style and is more business oriented, as well as a little bit more formal and hierarchical. Of course, we do have hierarchies in Norway as well, but we have a much more egalitarian view on the work life. The power distance between the managing director and the genitor often seems lower. This is as well a difference to Germany or Austria. They are much more formal in the way they are working and how they are addressing each other. But I think this will also change with generations. In Norway, we are very informal in general, also in the workplace. Some people can also experience it a bit rude, when you really meet in eye level and people speak their mind, in some cases more freely.
The working-culture in Norway is very different from, for instance, the German or even the Danish one. The power distance between the managing director & genitor often seems lower and the view on the work life is much more egalitarian.
I think, when it comes to the Norwegian society, we are in the middle of the shift. Sometimes I am a little bit surprised when I am working in Germany for instance, and see that they are not there yet. Online we are connected, this is the way we live. But this can be very stressful for leaders, who are for instance 50+. Much more stressful than for a 20-year-old, who is growing up as a digital native and who is working seamlessly with different online platforms and systems. For a leader who did not grow up in this digital time, it could be challenging. It creates some tension between the way how his/her generation is doing things and “the new way of doing things.” All in all, I think that in Norway, we are really getting along with the digitalization on all levels of society. Public services, social security, taxes, the medical system, etc. – everything is online now. It is getting more and more digital and people are getting used to it. When they don’t, this will be a real problem. I have been putting a lot of effort, also in my interest, to use more digital tools.
It really depends. In this case, I am kind of more a “classical trainer” who loves one-to-one-interaction: physically in the classroom but also in some group-settings. I know, that there are more and more courses available on the internet. E-learning is a component in almost every company. Many companies have e-learning platforms for many different skills, not only leadership skills. Our business world is very digital already, all of it and I think we will see more of it in the future. Besides that, I think that you cannot rely on digital solutions at 100%. For me, leadership has a lot to do with who you are and what you do. You can learn the theory, you can study the method, you can have check-lists but you cannot substitute the factor of human leadership. Leadership development is very closely connected to personal development. It is also about a leader being responsible for his or her behavior, attitude, communication and the way they come across. You can read this in theory but basically, you need to do it in practical life.
So when we are coming back to e-learning, I think that you can study the theory with the support of e-learning but the human interaction is missing. I really embrace the digital shift and I see a lot of positive things and, as I said before, I think that we have just seen the start of it. But we still need the human element. You can automate things and use things such as artificial intelligence but things can go crazy if we leave leaderships just to algorithms. As a leadership trainer, team trainer and organizational development consultant it is very important to have this human factor. This factor is based on relation, experience and knowledge – theoretical knowledge is not enough. This is perhaps also the deviation between leadership as a technique and leadership as an art. There is no 100% right answer to this. It takes a person and a character. In my experience, the most giving leadership development programs are the ones, where we go so close to the person, the leader and where we challenge them on a very personal level. This can be quite deep actually.
Yes, it can be a real add-on. Also in my consultancy, I have an online platform, where we communicate, share things and thoughts, where I can show videos and so on. But this is something in addition to the personal contact and the group exercises.
I think it will definitely change and we will probably see much more of the digital tools and the digital way of making learning opportunities like virtual reality. Of course, this is something positive. But I also think that we can lose ourselves in being human beings when we just rely on the digital things. Leadership is very practical and it happens in real life and in real life situations, where you cannot control what is happening between people. So there will definitely be surprises and it takes a character to be able to do that.
We are living in a dynamic world, in which the demands of the employees will be different in the future. The younger generation won’t be willing to work every day from 9 to 5. This generation wants to be more flexible. Therefore we have to find much more flexible solutions and this flexibility leads to complexity as well. For leaders, it will be more difficult to control the work of their employees and to keep an overview. If you are giving the people more freedom, you are losing some control you traditionally had as a leader. This had been a very huge change and I think we have only seen the start of it. This is one example of what will change in the next years. So it is important to create a company culture, where flexibility is a big part of it. But it is important as well, to be able to be one unit, one company, one organization. Many leaders have already lost and will probably lose some of their formal power and structural power, so what will there be left? Leadership will be more about the relationships, the communication, the flow of things and much more. Leaders have to make up a new mindset and that requires much more agility and the ability to drive in a world that starts to work quite differently than it was in the past.
Diliana Docheva, Ph.D., works as a facilitator, consultant, speaker and development guide for more than 25 years. We talked with her about international leadership development, why it is important that managers have to let go their personal control and involvement in every decision, and about the currently biggest challenges for companies in her home country Bulgaria.
What are the major differences between leadership development in European countries and countries in the Middle East? Are there actually really large differences as one would think? We talked to Laurie A. Santos, who is originally from the US but was living in different European countries before moving to Kuwait for about 7 years. She gave us some interesting insights into leadership development and coaching in the Middle East.
Nataliya Sergiyenko is working as a trainer for more than 15 years and is focused on providing business-trainings for multinational companies. Last year, she left her home country Ukraine and moved to Texas, where she is continuing with working as a trainer for sure. We asked her about her training experiences in the US, the differences to Ukraine and the skills you need when working as an international trainer.
The whole agile leadership idea is based on the observation, that accelerated change is the norm. What does that mean for change management? The classical concepts of Kübler-Ross (change curve) and Kotter (8 steps model) are still a good inspiration to describe what happens in change and what to do, but perhaps not sufficient to deal with agile transformation.
Agile transformation usually means that a whole company or business unit is becoming agile. Many companies are striving for that. There are 2 main approaches: Big bang and incremental.
Paypal is an example for a successful big bang transformation moving 510 cross-functional teams from waterfall to agile within less than a year. They moved from project-driven to product-line discipline in order to develop clear accountability and intense customer focus. Productivity and profitability rose significantly.
Most companies go for incremental, which can also work fine. It depends on how big is the urge for change and on the organizational interdependencies. If e.g. agile teams depend on waterfall teams and the delivery does not work smoothly, it might be better to change the approach in the whole business unit at the same time. Incremental is already an agile principle and it is better to start somewhere in the organization than to postpone to a future far away.
As I only want to write about things, that I have personal experience with, I want to share our own agile transformation story. I am the CEO of MDI – Management Development International. MDI provides leadership development solutions. In 2016 we have been invited to support the implementation of OKR (objectives and key results) in an international top brand company with approx. 300.000 employees. We decided to introduce OKR to our own company with about 40 employees and 150 freelance trainers first.
This was like a domino stone falling and generating a chain reaction. We decided to also implement a rolling budget, changed to a customer-centric team structure, adjusted our mission and vision statement and started to try out one agile method after the other. Some stayed one time experiences and others became routine and part of the company DNA.
After a while, we thought it would be helpful to have an overview of what we are doing in which areas, in order to develop in a balanced way. Being inspired by the Story map of HR Pioneers*, we visualized a “Change journey map”:
This Change journey also helps to
We are aware, that there is a long way to go for us and that there will never be an end, as the digital evolution continues to speed up. But the Change journey overview helps to be in the frontline of digital disruption.
*Informatik aktuell Sept 2017, Hendericks
Digitalization is a global megatrend that forces almost every company to change significantly. But what are the main characteristics of those changes? Khan identified 6 core changes of the digital disruption – interconnectedness, abundance of information, increased complexity and transparency, less hierarchical and more empowerment and man-machine cooperation. But what does this mean for a company?
Due to the digitalization, the world we live and work in has become more and more fluid and is constantly changing. Changes are happening so fast that we can barely build on a solid ground. Therefore, it is essential – as a leader – to keep an eye on the approaching waves of change. Gunther Fürstberger explained what you need to successfully respond to those changes.
In 2017, we started to implement agile methods at MDI. The first method we introduced was OKR (Objective and Key Results) – a goal setting and modern leadership system which was invented by Intel and is used by companies such as Google, Airbnb & Co. After 6 months of working with OKR’s, we could already see significant changes. Read more about our experiences and the meeting structure of this agile method.
![Purpose & Engagement in digital times [Approaches & Tool]](https://www.mdi-training.com/blog/wp-content/uploads/2018/06/Sinn-finden-Header-1080x300.png)
Many of today’s leaders are asking themselves the question of meaning: Why do I do what I am doing? What do I contribute and what is the point of all of this? In a time where the speed of change is enormous and nothing seems to be permanent, it is only natural to deal with such issues. Companies can help their leaders and leaders can empower their employees to find meaning and simultaneously encourage their engagement for the job.
Anita Berger is MDI Managing Partner and accompanies organizations internationally and from all sectors as a consultant in organizational development, as a management trainer and coach, for many years already. She is an expert when it comes to engagement and motivation 3.0. As a certified trainer, she offers the Original Drive Workshop after Daniel H. Pink, which is also a module of the Agile Leadership certification course.
For me, being an agile leader means to be flexible and to stay mobile. The conditions in companies, teams, and projects are changing so fast today that it is often not possible to act proactively – you have to react. As fast as possible. Agile leadership is about being mobile and staying mobile. Wherever possible, you should, of course, be able to plan and act proactively. But in my opinion, nowadays, it is more important to react quickly, constructively and productively. Another important skill is being able to adapt to different circumstances as a leader.
A successful leader also creates a set-up that allows employees to think in terms of ideas and solutions rather than problems. Employees must be able to think outside the box and constantly explore options and opportunities. Employees need a high degree of self-commitment and personal responsibility. The reason for this is that our fast-paced time is exhausting, certainly not always “easy-cheesy” and relaxing. In order to do so, a leader needs employees who understand the reason behind actions and projects. More importantly, they need to believe in it and go an extra mile to achieve the maximum performance from their own accord.
In this context, the purpose plays a crucial role. Ideally, it is like this: There is a clearly formulated and strong corporate purpose the employees know about. They can reflect on this corporate purpose and establish an intersection between what is important to them and the purpose of the organization. With this interaction, they know how to contribute to the “bigger picture”.
Of course, there will be cases in which the company’s purpose is not tangible enough to define one’s own contribution as an employee. If this is the case, it takes a break on the organizational unit, which is relevant for each team member, followed by the comparison: How does that fit together? What is important to the person?
I think that there is still potential in many companies when it comes to defining the purpose. Especially regarding the correlation between one’s personal purpose and the purpose of the organization.
Many leaders are asking the same question: Why do I do what I am doing? How can I contribute?
If you would like to start working on this topic, start with questions like What does purpose actually mean for our company? How tangible is it and is there place and time for a real confrontation? Is it something that stands on a marketing folder or do I associate more with it as a leader, as a CEO or as a board member?
Furthermore, it is important to look for the dispute according to rounds of questions and discussions. It is about a conscious process, in which employees deal with their own purpose and at the same time as the one of the company. As well as actively looking for points of friction and similarities. It can happen that somebody says: My purpose is not your business, that’s private. Of course, this must be respected and, as a leader, you must at least make sure that the respective team members recognize their own contribution to the corporate mission through their work tasks. Thereby they have to find meaning in what they do and, as a result, gain commitment.
A concept, I really like to use, is the Drive concept from the bestselling author Daniel H. Pink. I use it to reflect with leaders and team members and to work on motivation and purpose. From my point of view, it gives you clarity in a complex of topics that is sometimes elusive and difficult to grasp. Furthermore, it provides valuable insights by determining the location: where do I stand? How do I fit for the business purpose? What else would it take for the fit to be better?
For example, I worked with a group of senior executives and spent a whole afternoon answering questions like: ”What is my own purpose? How does this coincide with the corporate trajectory?” One participant has stated that she clearly separates her own purpose from that of the company, and at the same time realizes that it requires quite a bit of effort. As a result, she asked herself where there could be a common intersection, and how much energy she can use to bridge this gap.
Exactly those kinds of reflections are the ones, I find extremely valuable for both sides, the participants, and company. It offers a real value, to pause for a moment and go into depth to gain clarity on the one hand, but more importantly to gain motivation and commitment for the daily challenges.
In addition to the purpose, the Drive concept is also about self-determination (Autonomy) and perfecting (Mastery) as a lever for engagement. Find out more about the concept in this video and in Daniel H. Pink’s book “The surprising truth about what motivates us.”
How can exposure therapy help you face your fears? Michael is a coach at ComfortZoneCrusher, where he helps clients to become more confident by stepping out of their comfort zone. He told us what exposure therapy is about, how to overcome negative emotions and talked with us about comfort zone crushing in team development. [incl. practical exercises]
Computers have been in our workplaces for 30 years. We all have been using email and the world wide web for 20 years. So why are we talking about a digital transformation just now? What’s the big deal about this and how will it change our world in the following years? Is digital transformation just a buzz word or more than this?
OKR, Kanban, Scrum, Design Thinking, Management 3.0, Lean Management…the list of tools and concepts around agile leadership is long and somehow it seems that everybody is talking about it. Alexandra Sock is a trainer at MDI and expert on the field of agile leadership. She gave us a nice overview of agile leadership and the different methods.
You know there is this saying: life happens outside of your comfort zone. That is – to be honest – taking it a bit too far because comfort zones are not a bad thing per se. But still, getting out of it can have this devious attraction. When we have to face something challenging, we run back to our comfort zone. When hard things come our way, something we are scared of, it is just so much easier to go back to our comfort zone instead of facing this challenge, whatever it is. So what happens every day is that we can choose between facing a challenge or between going back to where we feel comfortable. And of course, people are tempted to just go back to the second and are therewith missing out on a lot of things which might make their lives so much richer. Therefore you need to be able to step out of your comfort zone in order to make some change and achieve something bigger because changes don’t happen in your comfort zone. Russ Harris, one of the biggest guys in acceptance & commitment therapy calls it the “same old crap zone” and that’s often what it is. My mentor used to say:” While doing the things that scare us the most, that’s when magic start to happen in our lives.”
People often recognize that it is time for a change when we are talking about excuses. We probably all know this situation when we make up excuses for not going to the gym for instance. It is the same with other situations as well, doesn’t matter if it is in our personal or business life. Excuses pop up in our head when we start feeling uncomfortable and when we are finding ourselves in an unpleasant situation. In particular, I help people overcome this negative feelings and emotions.
Michael is a coach at ComfortZoneCrusher, an American company, which helps its clients to become more confident through stepping out of their comfort zone with playful exercises. He is as well a professional speaker and has already spoken at TEDx or members of the parliament. Before working as a Comfort Zone Crusher, he has been a character animator working on movies and TV shows like “Kung Fu Panda”. But this was before he realized that helping people to live a meaningful life is much more rewarding than creating Saturday morning cartoons.
Probably some of you are wondering if it is simply courage that we teach people. I would say that courage is a byproduct of what we do. In the end, courage is not the absence of fear but the ability to act despite your fear. So basically what we teach people is a skill set that helps them to act on what is important to them. Regardless of how they are thinking or how they are feeling. Let me explain that with a metaphor:
Usually, our immediate thoughts and our immediate emotions are sitting in the driver seat of the car which is our life and we ourselves sit on the passenger seat. What happens is that we hope that this driver just thinks or feels the right way and that he or she is going to drive in the direction we want to go. We are sitting in the passenger seat and we just try as hard as we can to make the right thoughts and emotions.
Back to Comfort Zone Crushing, what we teach is how to move yourself to the driver seat and how to make and control the thoughts and emotions now. This means that you can drive wherever you want to and to go for what is important for you in life. Of course, if we are honest, the passenger is still going to be there sometimes but this is not important. The important thing is to sit in the driver seat and to drive towards something, which is important to you.
We must be our own driver to go for what is important to us despite negative feelings and thoughts
An old proven and effective method to face your fears and overcome your negative emotions is exposure therapy, which has been researched since the sixties. We probably all know photos or videos of people lying on the sidewalk, high-fiving strangers or howling like a wolf in public. Those exercises are all used in exposure therapy. By confronting your fears in general – or your social fears like in the challenges I’ve mentioned before – you slowly desensitize yourself to the fear of rejection and of embarrassment. My job, as a comfort zone crusher, is to show people that nothing bad will happen even though they don’t feel comfortable in the beginning. No one will judge you, even when you make a fool of yourself. So when we are talking about exposure therapy and its effects, these kind of exercises are only the tip of the iceberg I would say.
Real change happens in the huge hidden part of the iceberg. Let me explain it to you with an example:
What would your reaction be when I am telling you to howl like a wolf in the middle of the street? Probably a lot of excuses and bad emotions would pop up in your head. So when we think of our car metaphor again, the bad emotions and excuses would climb back in the driver seat and take you wherever they want to go. Which time and targeted exercises you can learn to climb back in the driver seat to control your emotions and thoughts yourself. Howling like a wolf might not sound life changing but it will help you in other situations as well.
We all experience unpleasant situations, for instance at work, when we have to do a pitch or speak up in a meeting. And every time we find ourselves in difficult situations like this, all the bad emotions and thoughts will come up. But here is the important thing: when you think back to how you did overcome your fear and howled like a wolf in the street, you know that you can master this situation as well. So transferring the techniques and skills to your everyday life is the important part, not howling like a wolf in the first place. And exactly this is what exposure therapy and stepping out of your comfort zone is really all about.
Making yourself a fool in public might not sound really effective – but exercises like this will help you overcoming your fears in everyday situations
So the essential thing about comfort zone crushing is to develop tools and techniques for dealing with unhelpful thoughts and emotions in everyday life situations. Having unhelpful thoughts and emotions often apply to situations at work or within teams. Thus, comfort zone crushing is a good workshop method for teambuilding. When I work with teams it is amazing for me as a coach to see that people not only overcome their fears but that the exercises we do also strengthen the bond between the team members. The teambuilding aspect of comfort zone crushing is very intense because people are going through intense emotional situations together. And this is where bonding happens because they are all in the same situation and support, push and congratulate each other.
But nowadays – in times of digitalization – I have clients, where the team is spread all over the world. Many of you probably wonder if teambuilding and comfort zone crushing actually works with virtual teams as well. According to my experience, I get the impression that people who are working in a virtual team are still able to develop the skills and the psychological flexibility. Unfortunately, they are missing out one thing in my opinion and that’s the team building effect. Going out together, pushing each other and overcoming your fears together really does support the team spirit. But what I see is that people from virtual teams actually text and tell each other before they complete an exercise which has a positive effect on the team spirit as well. So I would say that it works for both teams, face to face is just a little bit easier because of the direct support of the team.
To get all that into practice, I would like to give you one challenge, dear reader. The next time you go out for lunch ask the people at the restaurant or take-away place if you can get something for free. It doesn’t matter if it is a coffee, a dessert or only a plastic spoon. The whole thing is not about getting something for free, it is about facing your fears of getting rejected. So when they say no for the first time, probably a lot of negative emotions and thoughts will pop up in your head but here is the thing: don’t let the bad emotions climb into the driver’s seat. Face them and ask the people at the restaurant for the reason etc. It might sound easy and funny now, but you will see, the moment you go there and ask the employee for something free, you will feel uncomfortable. But believe me, afterwards, you will see that it wasn’t so difficult and you will feel so proud and relieved!
No one really likes to step outside their comfort zone and to go to their personal limit – as well as in their personal or business life. But the thing is: for real training results as well as a positive and direct contribution to business goals it takes courage – on both sides. Coach and training expert Masha Ibeschitz talks about this topic and tells us why you need sometimes need to get out of your comfort zone.
Modern technologies have changed our working conditions and the digitalization has become one of the biggest challenges for leaders these days. So what are the consequences of the digital revolution for leaders and how can you successfully lead your business and employees through these uncertain and complex times?
The world we live in is constantly changing. Many people are talking about a VUCA-world and there are many new business models that are trying to get along with this process. Still, somehow you get the impression that the field of training and development is not going along with this process. So what does it need to change this and how can unconventional methods help you with it?