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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:

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6 things you can do to support your hybrid team

6 things you can do to support your hybrid team

by MDI Guide - Hybrid Leadership | Mar 22, 2022 | Best Practice, Leadership Tips, Training Insights | 0 comments

6 things you can do to support your hybrid team

A hybrid environment brings change for all of us. We’re often unfamiliar with certain transitions and can’t keep up with the new pace. That’s why it’s even more important that you, as a leader, keep a cool head and take the pressure off your employees as much as possible. With these 6 tips, you get 6 things you can do to support your hybrid team with their current challenges. 

Empathy and understanding for your employees

In this ever-changing work environment, it’s especially important to pay attention to everyone on your team. We often don’t know under what conditions our employees must do their work at home now. Whether they have screaming children in the background or their partner is playing Playstation loudly on the side – it’s your job as a leader to treat your employees with empathy. This strengthens their sense of well-being and makes them much more motivated to work.

Actively care for the team

In addition to increased empathy, it is also helpful to regularly check in with your employees and ask how they are doing, thus strengthening the informal relationship level.

It is also clear that the transition from present to hybrid working is not easy for most people. So you need to make sure there is a steady balance in the team – this could be in the form of coaching, training or just a “no emails on weekends” policy.

Improve technical equipment

Sure, this is nothing new. We all understand by now that a strong Internet as well as good software are among the basics of hybrid implementation. But new programs are constantly being developed that will make hybrid work even more exciting and effective. Virtual reality, 3D meetings or Microsoft Mesh, among others, are currently being tested to make virtual get-togethers even more exciting later.

Update legal knowledge

It is difficult to adopt laws on hybrid work to work on an international level. Different arrangements apply in each country; but even within a country, it is often difficult to agree on specific regulations. The issues of commuter allowances and the definition of an accident at work alone present challenges. Here, it is up to HR to deal with the legal issues and to work with the leader to crystallize the guidelines for the company.

Optimize self-leadership

As a leader, your most important task is of course to take responsibility for others and lead them in the right direction. But what about the most important leader in your life – yourself? Tools like task managers, time tracking apps and more can help you structure yourself. The advice of Stephen Covey, who always sets up jour fixes with himself, can also be helpful here to improve your own management.

Regularly question the business model

As more tools and technologies for hybrid working come onto the market, it becomes more necessary to go through the existing services and ask yourself some questions: Do I still need this service? Can I make it more efficient, such as through automation? Could someone else provide it better or cheaper? That way, you can make sure the right thing is still being done in the hybrid setup.

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5 tips to increase trust when working hybrid

5 tips to increase trust when working hybrid

by MDI Guide - Hybrid Leadership | Mar 22, 2022 | Best Practice, Leadership Tips, Training Insights | 0 comments

5 tips to increase trust when working hybrid

Team cohesion and stability are more important now than ever before. Especially in a hybrid setup, where some new challenges await you and the dynamics of your team are constantly changing, you need to be able to trust each other. Here are 5 tips to increase trust when working hybrid.

Build an informal exchange

Even in a hybrid environment, it’s important to exchange ideas with each other without constantly focusing on work. However, you don’t have to take a coffee break together every day for this – it’s enough to turn on your camera in meetings and engage in conversations. When any kind of communication is cultivated, you can cooperate more easily and effectively as a team.

Attract employees to the office

Especially in times like these, you want to keep the number of office days as short as possible – who wants to commute across town when you can join a meeting from the comfort of your bed? That’s exactly why it’s significant for you as a leader to give your team a reason to take the trip. This could be in the form of a “lunch fix,” for example, where you meet at the office on a specific day of the week to eat lunch together. This way, employees are immediately more interested in doing their work from the office.

Strengthen community in business meetings

In parallel to informal meetings, it is of course just as relevant to strengthen cohesion in business meetings. The most important thing here is not to discuss individual topics with separate employees while others are present. If you’re already sitting down together, you should only discuss areas that affect everyone. In addition, it is legitimate to ask your employees personally what their ideas are and how they think cooperation can best be strengthened.

Encourage development and innovation

People often learn best in a community – this can be a good motivating factor. If you set a goal as a team to further your education and expand your general knowledge, one way to do this would be to learn something new every office day. For example, every week someone else could bring an article or blog post on a current topic and then discuss it in the group with the colleagues. That way, you’ll always be up to date on the most important issues for the company.

Improve structure and organization

To ensure that everyone knows their way around and that working in a hybrid setup runs as smoothly as possible, it is important to create clear structures and stick to them. If all employees adhere to certain rules, they can plan and arrange their lives much better. This way, you can significantly reduce chaos and confusion in the company.

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How can VR help with leadership training?

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | Oct 11, 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.

Immersive learning through virtual reality

can help organizations address some of today’s key leadership challenges.

Why is virtual reality for leaders on the rise?

Dominik Etzl: Apart from the fact that VR is cool and is guaranteed to remain in every participant’s memory for a long time, VR leadership training solves a long unsolved problem: bringing virtual teams together in a (virtual) room where they can work together on problems and solutions – not just via the camera in front of the screen – but with full physical engagement and an almost face-to-face feeling.

What do new VR leadership trainings look like in practice?

Anita Berger: Some of the training experiences are designed to be “played” alone, practicing individual situations for yourself over and over again and constantly improving – for example, giving a presentation in front of a virtual audience or even the board of directors.

Other VR trainings involve the whole team and you can think of it more like a virtual escape room.

Others you do alone, but you have physical coaches next to you who guide you through the various scenarios and reflect on what you’ve experienced between VR experiences.

In addition, a distinction can be made between those VR trainings that are tailored to one’s own company and learning situations and those that are standardized and can thus be used in a variety of ways.

In order to have the greatest possible impact, it makes sense – as is already known from face-to-face training – not to view VR leadership training as a stand-alone solution, but to integrate it into a learning process that includes a good mix of synchronous and

What opportunities and possibilities does VR offer?

Anita Berger: VR offers the opportunity to engage with a broad range of content topics in an experiential way from different perspectives in iterative loops.

Different perspectives: Currently at MDI we work with 3 roles:

  • the space travelers
  • the guides/coaches 
  • the observers.

All have the opportunity to immerse themselves in all roles.

The space travelers are the players who, if you use the soccer analogy, are supposed to be on the field scoring the goals. The space mission is about saving others.

The guides/coaches have the opportunity to help the space travelers accomplish the mission. They are the coaches on the sidelines who do not play themselves, but are instrumental in the success of the mission by recognizing and responding to what the spacewalkers need.

Observers are tasked with watching what is happening on the field and on the sidelines, and sharing it in debriefings. One can also use the role of observers for assessment or development settings.

After each mission, participants switch roles and therefore gather lessons learned from the different perspectives.

Iterative Loops:

As in real life, there are many uncertainties, knowledge, and information that must first be acquired. Participants experience certain phases as exciting, fascinating, frustrating or chaotic.

After each round, what is experienced is reflected upon, processed and placed in the respective context of the content. The mission is started repeatedly until it succeeds. Therefore, the knowledge gained from the previous mission can be implemented right away.

Content topics:

The Apollo mission makes it possible to work on various topics and sets of questions.

For example, if the content context refers to “Overcoming Disruption” the different phases of

  • “Fail Fast”
  • Learning Together”
  • “Performing together”

in the different missions can be experienced by the participants.

Reflection phase:

In addition, a content-related discussion can take place, for example on topics such as:

  • Dealing with and coping with uncertainty, complexity and (over-)demanding situations.
  • Performance as a (virtual) team
  • Leading (virtual) teams to performance, through communication, collaboration, inclusion
  • situationally adapted leadership
  • Strengthening (self-)confidence and resilience
  • taking and transferring responsibility

The novel setting offers attractive and exciting development opportunities for leaders at all seniority levels up to top executives and for entire teams.

Can you actually learn better with VR?

Anita Berger: It’s best to let the results of studies speak for themselves

  • Learning takes place up to 4 times faster than in a traditional seminar setting.
  • VR learners are up to 275% more confident in implementing what they have learned after training
  • a 40% improvement over classroom training and
  • a 35% improvement over e-learning training.
  • VR participants felt 3.75 times more emotionally connected to the content than face-to-face learners and 2.3 times more than e-learners.
  • Three-quarters of participants surveyed said they had a wake-up call during the VR course on diversity and inclusion and realized they were not as inclusive as they thought.
  • During VR learning, participants were significantly less likely to drift off with their attention.
  • In the PWC study, participants in the VR setting were up to 4 times more focused during training than their e-learning peers and 1.5 times more focused than their face-to-face training peers.
PwC VR Soft Skills Training Efficacy Study

Virtual Reality for Leaders | Hands-on VR Workshop on 26.11.2021

In this compact hands-on workshop, we will show how leaders learn immersively using VR.

Experience three exciting perspectives for leadership & development in one day:

As an active participant, as a coach and as an observer.

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What technology and requirements do you need for implementation?

Dominik Etzl: Until recently, the hurdle to working with VR in your own company was relatively high.

In addition to the special VR hardware from Oculus, Vive, or Sony, for example, you also needed a powerful PC to start the system in the first place. In addition, there were a lot of cables and sensors. If, on top of that, you didn’t have a permanent VR room available, but had to set up and take down again and again, or even move to a different location, you can imagine that this was partly off-putting and only suitable for a niche.

However, these times have largely been history since 2021 the latest. Nowadays, you can buy a powerful VR set starting at €350 and it includes everything you need in terms of hardware to get started. Processing power and sensors have been built into the headset in the latest models, e.g. the Oculus Quest 2, so that a PC, cables or external sensors are no longer necessary.

This makes it very easy and uncomplicated to set up and transport – even for those who have no experience with VR. In the past, it was still common to rent VR hardware – today, a purchase makes much more sense in most cases, because the price difference is cancelled out by the effort. The only requirement is now a room of about 2.5 x 2.5 meters per player, which can easily be found in most offices.

Can every company afford this?

Dominik Etzl: As already written above, one can distinguish between those VR training experiences that are tailored to one’s own company and those that can be purchased in a standardized way.

Which one is right for one’s needs depends primarily on whether the skills that are to be learned with it concern very specific processes in the company, or whether it is about, the general ability to collaborate, agile principles, handling resistance, etc.

Whereas the former usually requires several months of production time and corresponding financial resources, VR leadership training aimed at general soft skills is already available at a slightly higher normal daily training rate. Then you also have trained VR experts to ensure that the VR training is effective. 

The original german article was written for magazintraining by

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn
Dominik Etzl

Dominik Etzl

Trainer & Solution Development Manager MDI & Manager Metaforum International.

​Dominik Etzl is Solution Development Manager and Trainer at MDI Management Development GmbH and Managing Director of Metaforum International. His focus is on topics of digital transformation, as well as OKR (Objectives & Key Results), agile leadership and lateral leadership. His goal is to support managers in leading a valuable contribution to their environment: on an individual, corporate and societal level.

  • LinkedIn

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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!

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How to Recognize Talented Leaders – Successful Role Change

How to Recognize Talented Leaders – Successful Role Change

by Anita Berger | Jul 28, 2021 | Leadership Tips, training new leader | 0 comments

HR managers are often faced with the challenge of identifying employees who are suitable for leadership tasks. How do you know in practice whether an employee can and wants to take on a leadership role? What mindset do prospective leaders need? And how does the change of role from expert to leader succeed? 

2 MAIN LEADERSHIP STYLES

  • Transactional leadership = leading via goals
  • Transformational leadership = leading via inspiration/motivation

What is leadership?

There are different understandings of what is meant by leadership. In theory, a distinction is made between transactional and transformational leadership styles. Without discussing these different approaches, the question

“What is leadership?” can essentially be answered as follows:

  • Leadership is a process of influence. A leader helps his or her employees to perform and achieve results and to reach goals.
  • Leadership is a service. The leader provides services or benefits for his or her team members.
  • Leadership is a decision. A Leader should regularly remind himself of this and and consciously make the decision to lead every day. Because leadership has nothing to do with the job title or the position. Rather, leadership shows itself in actions and deeds.

Who is capable to lead?

HR managers should consciously and actively question potential leaders as to why they want to take on a leadership role. If a person seeks a leadership role because they would otherwise be left behind in terms of financial or subjectively perceived development opportunities, or because they might be perceived as not wanting to develop, then these are motivations that are less likely to lead to the future leader being serious and committed to the tasks and challenges of leadership. HR managers should therefore first ask to what extent the employee is clear about what it means to lead. Does the person really want to live leadership in this sense or is the leadership position merely the logical next step to advance on the “career ladder”?

CHECKLIST FOR A SUCCESSFUL ROLE CHANGE

  • Have staff already dealt with what will change with the new leadership role?
  • Do they have a concrete idea of what this means in practice?
  • Are employees already living this in the context of his or her expert role?
  • Are employees prepared to broaden their focus accordingly?

What changes when switching roles from expert to leader?

In the next step, those responsible for leadership development should be able to assess whether the potential leader is able to transition from the role of expert to the role of leader. This is because this transition is associated with challenges and developmental tasks.

These requirements have been described by Ram Charan, Stephen Drotter and James Noël in the Leadership Pipeline (Figure 1). For example, the new leader is no longer only responsible for the results of his or her own work, but also for the results of his or her team members. To do this, she must support, accompany and develop them.

It may be necessary to further develop one’s own social and leadership skills. Practice shows that this is a big step for many aspiring leaders. What I was previously recognised and appreciated for, and what I also enjoyed doing, is no longer the focus of my work.

Handing over tasks also means a loss of control to a certain extent, because the members of the team may do the tasks differently than the leader would. If you cannot allow this loss of control, you may develop into a leader who prefers to do all the tasks himself.

If an employee has already dealt with the question of how the focus shifts when moving into the leadership role and already has an idea of what this means in practice, this can be an indicator of a fit as a leader. The potential candidate may already be living this out within her current expert role. HR managers can support this process by offering employees the chance to understand what leadership means in the organisation and to discuss together what opportunities there are for personal development.

In preparation for this article, I conducted a survey among managers and HR professionals via LinkedIn

and asked the following questions:

 

  • What mindset do aspiring leaders need?
  • Which qualities are particularly relevant for the special requirements of hybrid leadership under VUCA conditions, i.e. in a volatile, uncertain, complex and ambiguous (ambiguous) environment?
  • By which behaviours do you recognise in practice whether a person can and wants to take on a leadership role?

Mindset for leaders

In addition to entrepreneurial thinking, the desire to take responsibility and make a difference, and openness to new things, according to the answers, a leader should above all be able to keep the big picture in mind and be able to consider complex situations when proposing solutions.

They should enjoy motivating and empowering people without giving up on themselves. Besides developing the individual, it is also about strengthening team spirit and team performance. Appreciation and cooperation at eye level are just as important as perseverance, inner strength, stress resistance and the ability to make decisions.

Last but not least, according to the results of the survey, a leader should be willing to deal with himself and his own leadership style and be aware of his own role model function.

In view of the challenges of recent months, the attributes of optimism and positivity, the ability to create or maintain closeness in times of distance, and media competence have gained in importance.

MINDSET CHECKLIST FOR LEADERS

  • Self-reflection: willingness to deal with oneself and one’s own leadership style
  • perseverance, inner strength, stress resistance
  • optimism and positivity
  • being able to listen
  • being virtually and actually present
  • ability to make decisions, will to make decisions
  • going-beyond mindset: looking and reaching (“It works when …”)
  • desire to take responsibility and make a difference
  • openness to new things, courage to change, curiosity
  • identification with the company, entrepreneurial thinking and acting, taking complexity into account when proposing solutions (keeping the whole picture in mind)
  • being an enabler: Enjoying empowering people, motivating them without giving up on oneself
  • Appreciation and cooperation at eye level
  • Allowing different opinions
  • Strengthening team spirit
  • Being aware of the role model function
  • Establishing and maintaining closeness in times of distance
  • Being a rock in the surf
  • Radiating confidence

Potential analyses as methodological tools

In practice, a potential analysis can be used to find out whether a candidate is suitable for a leadership role. Potential analyses offer a medium- to long-term outlook on an employee’s development opportunities, deployment possibilities and concrete needs. There are various procedures for this. HR managers can, for example, work with biografical data collection or conduct a development interview with the prospective leader. Self-assessment or an external assessment obtained through peer rating or manager feedback are also meaningful tools. Psychological tests and development centres are often used. Leadership simulations or leadership games are also an interesting way to identify potential leaders. On this basis, potential candidates can better assess whether the step towards leadership is the right path for them.

CONCLUSION
Effective leadership begins with effective self-leadership. Those who aspire to a leadership role must be prepared to deal with themselves, their own personal development and the true motivations for such a role. In addition to the indispensable leadership skills, potential leaders also need a realistic idea in advance of what leadership means in the respective organisation and what tasks, expectations and requirements are associated with it.

The original german article was written for blog.personal-manager.at by

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn

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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.

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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.

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by Aline Depoorter, Marilena Maris | Mar 25, 2021 | Impuls series, Leadership Impact, Leadership Tips | 0 comments

Interview about: "Why we all need our own resilience cocktail"

with Marilena Maris: economist, personnel developer and executive coach. 

Hello Marilena,

thank you so much for taking the time to answer our questions.

We are convinced that you, as an expert, can provide insightful answers!  

The increased virtual working, the constant availability, and the simultaneous coordinating of one’s own household nowadays is draining the energy resources of many people and especially those of individuals in leading positions.

So, you might assume that currently good resilience skills are more and more needed and building resilience is the key to a balanced work life.

Marilena, I know that you have been working with thousands of leaders and experts in the past year on resilience. Can I bluntly ask you if this is the next “trending” topic? 

This might even be true and honestly, it’s one of the trends I consider really useful 🙂 If we look around, we see that the past year has given us plenty of opportunities to deal with huge challenges. In these kind of moments, it is legitimate to look out for proven strategies and ideas on what to do next. Since resilience is backed both by science and experience, it’s pretty much bullet proof.

That’s why I am not surprised about the popularity of the topic. One thing I want to underline in this “hyped” conversation, though, is that resilience is not just coping with stress. Actually, resilience is the ability to deal with a critical situation in such a way that you generate success, growth and sometimes even joy. 

If resilience is so popular and bullet proof, does this also mean it’s easy to achieve? If we look around, it seems like there still are many leaders and experts struggling. 

Fair point. Theoretically, resilience is simple: it’s about how we react to a stimulus, like a challenging situation. In this reaction, there is usually a key moment, some call it even a turning point. If we get that right, it all becomes so much easier. Practically, there is a beautiful and complex combination of what we think, how we feel and how we act under pressure. And that is really really challenging, especially when you are under pressure. 

Consider that daily we make between 20.000 and 60.000 decisions, hopefully the best ones. Those decisions rely on thinking and behavioral patterns and we are mostly not even aware of that, because we work quite a lot under pressure. So challenging how we “normally” do things is not really something which comes easy to many people, for sure not on a day full of back to back meetings and the whole saga. 

So for the ones who are still struggling, how can we break down the complexity and build up resilience?

Let’s use a simple analogy. If I would give you the best cocktail in the world, how would this cocktail be? 

It depends, right? It depends on what you think about cocktails, how you want to feel when you drink them and which ingredients are there available to create them. And then it depends on  the specific situation, sometimes a fresh non alcoholic smoothie is all we need … and sometimes we go for the Tequila Sunrise. Other times we are up for experiments like designing a totally new cocktail.

Bringing back this cocktail analogy to resilience,

you can make sure that you develop your “cocktail mixing” abilities (your thoughts, feelings and the sharp understanding of what is needed in every situation). More so, you also need to make sure that all the ingredients of the cocktail are available or easy to access. The “ingredients” we need for the resilience cocktail are key factors, like emotion regulation, impulse control, smart problem solving (“causal analysis”), empathy, positive thinking and proactively going for challenges as well as our self efficacy. In real life you might observe that some of these key factors are easy for you and others aren’t. Work on the ones you find more challenging, that’s what will bring you the best results.

Now the cocktail idea sounds good. But it also sounds like a lot of work and nobody really has the time these days.

That’s true, time is not always on our side. Yet we need to invest time and energy to get outcomes. In my work, I make a deal with all the leaders I work with. They commit to 10-15 minutes a day to build up resilience and if it’s not working for a few weeks, they can stop anytime. So far, nobody stopped this deal, quite on the opposite 🙂

The principle behind is simple: building up resilience is preparing for a marathon, not for a sprint. We need good habits and we build up those habits daily, until they become “no brainers”. So just imagine that for 10 minutes daily, you would challenge something which is not doing you a favor any longer. It may be a bad habit like smoking or it may be a big fear like the fear of change. It may be the decision to make a short walk versus allowing pandemic news to ruin your mood.  The catch is simple: instead of ignoring the issue, you focus and start actively dealing with it. Daily. For as long as it takes.

And the last question: is building up resilience only depending on what we do? What about the external factors? 

Honestly yes. We will always deal with external factors, some will be more useful than others. Yet how we handle them is totally up to us. This is a provocative remark, I am aware of that.

Let’s take the most famous example, Viktor Frankl. He was one of the most brilliant minds the world can get on psychotherapy and his work started to be really incredible while he was trying to survive several concentration camps of World War II. He had to fight for his life and survive the loss of his wife and parents. And he chose to find ways to turn this horrific externally triggered challenges into a work which became a legacy. 

Viktor Frankl sums it up quite well: “Between stimulus and response there is a space. In that space is our power to chose our response. In our response lies our growth and our freedom”.

Marilena Maris

Marilena Maris

Business economist, personnel developer and executive coach

Marilena Maris has been working with leaders and experts, on-site or virtually, in over 30 countries since 2008. She passes on her knowledge in the form of workshops, key notes, international programmes, coaching and training. She is particularly concerned with productivity and sustainable performance, also known as achieving results and keeping our sanity. She is also a shareholder and partner at MDI, holds a Master of Science in Executive Coaching & Training from the University of Vienna, and a BA in Business Administration from the International University of Applied Sciences in Krems aswel as several international certifications. She loves travelling and lives both in Austria and Germany as part of a patchwork family of 5 kids.

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