What should the future of work look like?
How have employees experienced work during the pandemic?
And Are managers confident in their ability to manage their teams as they move forward?
Leading is never easy and having to do it electronically makes it even more challenging. Virtual media is an essential part of the corporate environment and the way we manage both employees and teams now requires a combination of both face-to-face and virtual methods.
Today, pressure mounts within organizations as leaders are now forced to manage their teams remotely, while the drive for results remain the same. This means that managing individuals as well as teams require additional attention to setting the right objectives, regular conversations, and support. If not, trust, employee commitment, and the sustainability of results will be threatened. It is true that a manager should drive for results, but we must continue to do it through our people. Focusing on the human elements of our working relationships, even when they are remote will make a huge constructive impact as we strive to reach our goals.
Making Remote Leadership Work: Maintaining Synergy and Productivity is a dynamic and practical live as well as a pre-recorded program that focuses heavily on managing the performance of your employees virtually, keeping in mind that the concepts of individual connections and group dynamics still matter in getting the right behaviors and results. Our aim is to deliver engaging content for leaders.
If you as a leader could realize the importance of maintaining strong connections with your employees through support, guidance, and inspiration even when you work remotely, the outcome will supersede expectations. This long-term vision is a must for the growth and development of the organization and its people.
We fundamentally believe that we have the responsibility to produce a LEADERSHIP program that will create IMPACT. This means bringing thoughtful and detailed methods that will humanize the learning experience so that learners can continue to inspire and transform their team members to achieve both short and long-term goals.
WHAT WILL YOU LEARN
On completion of this course, participants will be able to:
- Define the concept of remote leadership and how different it is from physical presence Leadership
- Identify the elements that leaders need to adapt to in this new scenario so that the adjustments can be made in term of what they need to DO and what they need to BE
- Define the role of psychological safety in collaboration and well being when dealing with the challenges of uncertainty, fear and mistrust
- Use the REAL Conversation Framework to navigate thorough the immediate conversations they need to have
- Identify the types of remote relationships and the one that makes the difference in maintaining great connections
- Address the issue of unconscious bias so that the right decisions could be made
- Distinguish between the different types of ongoing conversations so that relationships and employee development could be maintained while working remotely
- Demonstrate more effective group conversations to maintain trust and synergy on the team
- Ensure that overall clarity is in place so that employees know exactly what they have to achieve and what they must value when getting things done
- Define behaviors as a Key Performance Indicator as it cannot be observed when working remotely
- Demonstrate the key elements in maintaining the level of motivation required to maximize productivity
PART 1: How different is it? – Your concept of physical presence Leadership
Module 1: Clarifying the “Big Picture” – This module explores the alignment of behaviors and goals and what is different about leading (virtually) in the pandemic.
a. The key questions
b. What is different
c. What are your ideas on what leaders should DO?
d. What are your ideas on how a leader should BE?
e. Adapting to the change
Module 2: The Role of Psychological Safety – This module defines and examines the concept of psychological safety in more detail and its role in dealing with challenges of uncertainty, fear and mistrust
a. How it fits in
b. What role do uncertainty and fear play?
c. What happens to trust?
d. The need to keep connected: collaboration and wellbeing
e. What to focus on going forward
PART 2: Managing Individual Connections
Module 3: Immediate conversations (Re-assessing Goals) – The focus here is on using a model for the immediate conversations that leaders need to have to get the best from their people and to determine what type of relationship they need to develop with the individuals on their team.
a. Using the REAL Conversation Framework.
b. Types of remote relationships (The levels of Integration)
c. Goal re-assessment: The Immediate Conversation Part 1- “The What”
d. Goal re-assessment: The Immediate Conversation Part 2 – “The How”
e. Unconscious Bias
Module 4: The ongoing conversations – In this module, we are going to explore the conversations that support the immediate conversations and are just as important because they serve to develop employees and is an important part of the Performance Management process
a. Types of ongoing conversations
The Expectations Conversation
The Performance Conversation
The Well Being Inquiry
The “How Am I Doing” Conversation
PART 3: Managing Remote Group dynamics
Module 5: Maintaining Synergy – This module is about exploring how to create a whole that is greater than the sum of its parts.
a. The Group Conversation
b. The 5 Dysfunctions of a Team
Module 6: Accountability and Motivation – This module is about making sure that clarity is in place so that employees not only know exactly WHAT they have to achieve but what they must value when getting things done. It also focuses on what they have to remember to do as leaders to maintain the level of MOTIVATION required to maximize productivity.
a. The value of accountability
b. How can we measure behavior?
c. Keeping employees motivated