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The Power of Proximity and Feedback in your remote Team

How much ad hoc feedback do you give in your remote working team? 

In many teams that work remotely, interim feedback is forgotten or has never really been practiced. Organizations often assume that quarterly or annual feedback are sufficient for developing a team culture. 

But that's not quite the case ... 

Regular feedback shows that you as a leader are aware of and value the work of your team. 

What other benefits does regular feedback have for you as a leader? 

  1. Motivation and commitment: By regularly recognizing successes and identifying areas for development, team members can stay motivated and strengthen their commitment to their role.
  2. Quick problem solving: Daily feedback allows problems to be identified early and resolved quickly before they escalate into bigger issues. You save time in the long run!
  3. Building trust and relationships: Regular interaction and sharing of feedback helps build trust between you and your team members and strengthen...
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Would you let yourself be coached by an AI?

ai coaching Apr 22, 2024

Today's newsletter is going to be very short!

We are currently working on an OpenAI based Digital Leader AI (beta version) - our AI coach with links to handouts, books, online whiteboards and videos that we curated or made ourselves. 

 

Since we are still in beta phase we really need your support - feel free to check out our assistant for free and give us your feeeeeedback please!

https://www.digital-leader-program.de/en/digital-leader-ai


Der heutige Newsletter ist wirklich super kurz!

Wir arbeiten derzeit an einer OpenAI-basierten Digital Leader AI (Beta-Version) - unserem KI-Coach mit Links zu Handouts, Büchern, Online-Whiteboards und Videos, die wir kuratiert oder selbst erstellt haben.

 

Da wir uns noch in der Beta-Phase befinden, sind wir auf Eure Unterstützung angewiesen - teste unseren Assistenten kostenlos und gib uns bitte Dein Feeeeeedback!

https://www.digital-leader-program.de/digital-leader-AI

 

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5 Essential moderation skills for modern leads

Future oriented leads need moderation skills to get more out of their teams and themselves by supporting an autonomous working style.
If you learn how to moderate your meetings and workshops better you will be able to:
- get better and more ideas
- gain more trust between your teammates
- reach more commitment and motivation
- get more “we-feelings” and by that psychological safety
- support individual growth
- establish better decision making processes (where you don’t need to be a part of anymore)

The more autonomy an individual in a team is supposed to have, the clearer the goals, rules, values, own motivation and self-responsibility should be.
We need to make sure that we have everyone on board and on the same page. Having the feeling of being part of the team and being heard. Therefore it’s important that leads learn to create situations where the team takes the stage, has time to work together in a structured way and feels comfortable and guided to shape their...

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3 tips to make your remote team better being a leader in a digital environment

The homo sapiens is about 300.000 years old - the commercial internet about 30 years - about 20 years ago some companies were already working in a hybrid setup (for example my former employer IBM) and since covid we have the technological infrastructure to work remotely in most of the white collar jobs in theory. Even before the age of the homo sapiens there was collaboration and we were in touch with one another working together on “projects” at the same geological location. 


We are right now in the middle of a change of how collaboration is working and will work in the future and we will need to adapt on every level and in every role and play our parts if we want to make remote work work. Leaving old habits and beliefs behind opening up for the challenges that remote work brings us.

Fortunately it’s already proven that there are surroundings where remote work already had its breakthroughs. For many companies the sales process changed completely in the last...

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Leadership upgrade: autonomy instead of authoritarian directives 🌍

In our workshops, we are often asked how leaders can develop their teams towards autonomy. 


Well - this is primarily down to leadership. Every organization needs a framework that allows employees to make their own decisions and, above all, to make mistakes. 

Are you actively involved in your team's tasks or do you largely leave the execution to your team members? 
Do you make decisions alone or in collaboration with your team? 
Does the hierarchy in your team follow a strict chain of command, or is there more flexibility and freedom in decision-making at different levels?


Based on these questions, you can recognize a tendency as to whether you tend to lead with authority or autonomy.

But what does autonomous leadership actually mean? And what is the good thing about it?


An autonomous leadership style means that you as a leader allow a lot of freedom and personal responsibility. You delegate tasks to your team, trust that your team members can complete their tasks...

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Break the silence in (remote) meetings!

You do a product or strategy workshop and your teammates aren’t sharing their thoughts?

You try to coach more and ask more questions and you’re wondering why your colleagues are not responding as engaged as they should or could?!
Well, maybe you’ll need to reflect your expectations and change your communication culture a bit (and don’t expect that it’ll be done overnight).

Many managers we are working with blame their colleagues being too “introvert” or “shy”. But what do those two words really mean and are they really appropriate?

The oxford dictionary defines being shy as nervous or embarrassed about meeting and speaking to other people. An introvert is: a quiet person who is more interested in their own thoughts and feelings than in spending time with other people. Some also say that introverts recharge their batteries on their own while extroverts do in company. So reserved behaviour doesnt necessarily mean your team is not...

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Bachelorette Party Planner as a temporary part time job

Have you ever taken on the task of organizing a bachelorette party? They say it's fun, right? Well, I recently organized one for my best friend in Austria with a group of 12 people, and let me tell you, it was an adventure!

To be honest, the task was larger than expected - because in my imagination, it was supposed to be a easy-peasy. But suddenly it felt like I was managing a team of 12, each with their own preferences and ideas. So prioritizing took on an entirely new meaning. 

At the end it was a resounding success, and her joy was evident - perhaps even visible in the photo! The hard work and planning paid off, creating a celebration that she cherished.

So, how do you approach massive projects where you dont have any experience so far? How do you make yourself an overview?

My learnings from this project: 
- ask someone, who already managed something similar - Learning from their experiences can provide valuable guidance and help you navigate potential obstacles more...

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Less blah blah, more impact

Dear managers and specialists out there, please learn to get to the point - stop wasting others time and motivation. I’ll try it as well! :)

Think about that person in a meeting that always talks too much. The one that always needs to share another story aaand another story, filling every inch with filling words so nobody can interrupt their thinking flow…. Is it you? Or is it someone on your team?

I confess, I used to be that person - a communication mess, drowning in a sea of words without a clear direction. A member of my family is communicating like that and I copied it growing up. I talked a lot but failed to get to the point, often succumbing to the trap of excessive chatter. And the worst was - I even had a thinking process like that!
Fortunately my communication trainer mentors Chris Mulzer and Christian Pessing then pulled the plug in my twenties.

Here's the issue: Many of us often let discussions repeat, failing to get straight to the point. On a rational level,...

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Cozy Dinner or Clubnight at Berghain?

This year I decided to celebrate New Year's Eve in a small circle instead of as planned at the famous Berlin club Berghain. 

Well, many friends tried to convince me to join. It's not that Berghain isn't appealing or that big parties don't have their own charm. They offer a vibrant energy and a unique atmosphere. 

So you might wonder why i skipped?
This time I realized that my priorities are different. Its not that one option is better than the other - more that we should consciously decide for or against certain life situations.
As leaders, we often focus on the needs of our team, but sometimes forget to look at our own needs.

I think we should direct our lives towards personal responsibility. We need to look out for ourselves, reflect on our needs and act accordingly. 
The decisions we make in our private lives also have an impact on our professional lives. 
This year, I was more in the mood for a quiet, more intimate dinner with people I feel connected to. So that i...

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Recognize inhibiting beliefs and overwrite them

The start of a new year has a symbolic meaning as a time of new beginnings and renewal. Many people often see the turn of the year as an opportunity to work on their goals with renewed energy and motivation.

So, following on from our theme from the last post, we're going to delve deeper into the distinction between an enabling belief and an inhibiting belief. 
Distinguishing between an empowering and an inhibiting belief often requires careful self-reflection.
Inhibiting beliefs can make you anxious, insecure or demotivated. They can cause you to withdraw, avoid risks or limit yourself. 

It's perfectly okay to have limiting beliefs. But if you want to develop yourself further, we will show you what you can do if you want to change a belief:
Create awareness - Take time to identify your beliefs. In the previous post, we described a few tips on how this can work.
Question your beliefs - Is that really the case? Really always? Really everyone? 
Formulate empowering beliefs -...

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