Spurring fresh ideas Why Walk & Talk provides room for new thoughts not only during a pandemic What a year was that which we have left behind us! And what a year will be this budding 2021? How will things go on? Anyway, I wish you a safe, happy, and successful new year – and I would like to start this new year with a fresh idea.
In my blog series “Virtual leadership”, I discuss various aspects of collaborating at a distance. One of the things that inspired this blog series is my work as a lecturer at the FOM University of Applied Sciences for Economics and Management. Another factor is, of course, Corona: the crisis helped to render virtual leadership a prominent topic. Whatever the effects of the pandemic all over the globe, it also contributed to lasting changes in the world of work.
About video conferencing, chats, etc. Virtual leadership – software solutions in practice Virtual leadership – how does it work? What tools can people use to stay in touch when physical contact is prohibited? How can they best collaborate at a distance? As an executive coach, I give advice to leaders from the most different industries. I talked to some of them about what forms of team work (part 3 of the blog series) they preferred during the corona lockdown. In part 4 of the “virtual leadership” blog series, I am now going to present a selection of tips that some leaders offer concerning the most efficient groupware solutions.
Is this New Work? How virtual work becomes a reality as the result of a crisis Virtual leadership in practice – changes and challenges Frithjof Bergmann, founder of the New Work movement, developed his theory of a new concept of work more than 40 years ago. Now, at almost 90 years of age, he is in demand as a speaker at conferences and in large agencies. The advent of digitalisation had rendered his idea of the personal freedom of employees relevant again, before a pandemic led to the partial implementation of New Work in the world of work. This may sound straightforward – but what are the challenges? I talked to leaders from different industries about this topic.
The concept of open leadership is based on mutual trust. This requires leaders to show a high degree of openness in dialogue and relationship management. Employees may – and should – take on control tasks, work and make decisions as independently as possible. The technical term for this leadership concept, which emerged in 2010, boils down to four letters: HERO is short for “Highly Empowered and Resourceful Operatives”. The concept is designed to give employees who can work independently and have the corresponding skills new control and co-ordination tasks.
The concept of virtual leadership is not an invention of the Corona pandemic. In the early 1990s, scientific papers discussed the “virtual enterprise”, and “e-leadership” emerged as a new concept in 2000. With the current situation, however, “digital leadership” has suddenly been pulled out of its niche existence, becoming a global reality. Yet, what exactly does that mean?
Some changes come so unexpectedly that they cause reactions similar to those that occur after a severe shock. Yet, after a time of paralysis, anger or grief, they can trigger processes never conceived before.
Much more than a felicitous metaphor: looking at yachting can be an exciting source of inspiration for team development.
Two athletes, two stories: coaching on one of the most demanding race courses in the world – at the Grand Raid, a distance of 100 miles (165 km) and more than 31,000 feet (9,600 m) of climbing will make runners go to the limits of their capacity.