Hi everyone!

I am looking for your help. I am preparing a presentation about the evolution, challenges and benefits of hybrid work and solutions to reduce costs and get to more productivity in hybrid working environments and I need your feedback please.

You’ll benefit from my insights of 20 years experience in hybrid work environments and hundreds of workshops with hybrid working teams from different industries reflecting on questions like:

•  How can I reduce costs by lowering employee turnover?
•  Why are self-management, communication and entrepreneurial skills so important for employee happiness and productivity?
•  What should I have in mind setting up a sustainable hybrid team culture?
•  Why is it elementary to choose the right people and train them properly?
•  What are concrete next steps to bring your team / organization to the next level?

I am looking forward to hearing from you - please DM me via LinkedIn and we set up a call.

Have a great start...

Manchester United soccer fans came across an “injured” runner. The critical factor for the fans' willingness to help was whether the runner wore a Manchester United T-shirt or a plain, neutral T-shirt. The study's results clearly show that:

•  92% of fans helped when the runner wore a Manchester United T-shirt.
•  33% of fans helped when the runner wore a plain T-shirt.

The observation comes from Adam Grant's book "Give and Take" and highlights how our willingness to help others is influenced by perceived group membership.

This concept resonates with my own experience from last weekend, where I supported friends at a rural project - where we built outdoor areas like a pavillon or a small lodge. I noticed differences in how engaged other helpers were, which from my perspective was due to a similar sense of group identity—or lack thereof. Just as fans were more willing to help someone they saw as part of their in-group, helpers feel more motivated when they...

Some people that are hiring us won’t like to read what I’m writing about today… Even though it should be in their best interest.

I’ve been working with many managers that gave up their values, their real opinions and by that themselves at a certain point when they have the feeling that they aren’t heard or not in the position to shape the company's future any more. They basically give up and stop taking responsibility.

In some cases I understand that they don’t believe in changing the organization anymore. Unfortunately, many aren’t willing to take the next necessary step by quitting and moving on - they rather stay and hope for something to happen or start blaming (and whining).
I think that many feel like giving up by quitting. They are afraid of what comes next - clinging to the past instead of welcoming the future. (No good trait for a modern lead in an always changing world).
This is a real problem for individuals and the whole...

Why should we address the impact when giving feedback on obvious topics?

It is quite clear that being late is not acceptable. So why should you still need to explain why this behavior is inappropriate?

In our workshops we often get the question why evident things need an explanation of the impact. 

I give you an example on the difference: 

• You can say: I saw that you were late for the meeting today. Please come on time next time. 
• OR you can say: I noticed that you were late for our meeting today. We are losing time in the team because we have to update you. Please come to the next meeting on time to make sure you get all the information. 

In the second case you explain WHY somebody should improve their behavior. This makes it more tangible. 

Here are more reasons to explain the impact of a behavior: 

• You create clarity and understanding: If the recipient understands how their behavior or performance affects others or what the consequences are, they...

It’s a classic real life challenge coming out of our workshops: You are part of a team becoming their manager (maybe even overnight) suddenly being in a completely different role with different benefits, challenges and implications.

Suddenly all the things you always wanted to change are in your hands. Your former worries as a team mate are yours now. You are suddenly your colleagues superior. Some of the individual habits that weren’t really your problem before are now maybe an issue.

Don’t get me wrong. It’s exciting and great that you’ll be able to change things and take responsibility now. But still: clear and transparent communication is crucial if you want to stay in a good personal relationship and be a good and fair manager. Here is what you should have in mind navigating the transition, because the shift in dynamics can introduce complexities. But with the right strategies, you can navigate this transition smoothly and successfully.

Role...

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...