Leading at a distance

Virtual working

• Cooperation at a distance.
• Characteristics of virtual and hybrid groups and teams.
• Flexibilization of the world of work: two sides of the coin.
• Skills for virtual working.
• Reflection on your own group or team situation.

Virtual tour

• Key factors for managers in the virtual space.
• Determining your own position for virtual leadership.
• Toolbox for virtual leadership from clarifying expectations to checking results.
• Motivation and delegation in hybrid teams.
• Framework conditions for employees in mobile working.
• Exchange of information and virtual feedback meetings with individuals.
• The manager as coach.

Virtual communication

• Difficulties and pitfalls in virtual communication.
• Dealing with language and communication.
• Successful use of digital communication tools.
• Communication plan and team regulations for coping with the flood of information.
• Integration of all team members, even in hybrid working environments.
• Meeting management, virtual moderation and activation of participants.
• Visualization, securing results and feedback virtually.

Conflicts in a virtual team

• Conflict events at a distance.
• Cultural differences in conflict resolution.
• Managing conflicts in the virtual space.
• Creating and promoting a feedback culture in the team.
• Role negotiation as an instrument of clarification.

Development of the virtual team

• Building a sense of belonging and trust in the team.
• The kick-off meeting in a virtual or hybrid team.
• Phases of the team process.
• Action roles and team dynamics.
• Effects of cultural differences on communication and work processes.
• Awareness and use of diversity in the team.
• Onboarding remotely.
• Virtual team development measures.
• Planning for the development of your own team.

Practical workshop

• Exchange of experience, discussion and self-reflection.
• Exercises and simulations with structured evaluation.
• Transfer to your own leadership actions.
• Concrete individual solutions.

Virtual working

• Cooperation at a distance.
• Characteristics of virtual and hybrid groups and teams.
• Flexibilization of the world of work: two sides of the coin.
• Skills for virtual working.
• Reflection on your own group or team situation.

Virtual tour

• Key factors for managers in the virtual space.
• Determining your own position for virtual leadership.
• Toolbox for virtual leadership from clarifying expectations to checking results.
• Motivation and delegation in hybrid teams.
• Framework conditions for employees in mobile working.
• Exchange of information and virtual feedback meetings with individuals.
• The manager as coach.

Virtual communication

• Difficulties and pitfalls in virtual communication.
• Dealing with language and communication.
• Successful use of digital communication tools.
• Communication plan and team regulations for coping with the flood of information.
• Integration of all team members, even in hybrid working environments.
• Meeting management, virtual moderation and activation of participants.
• Visualization, securing results and feedback virtually.

Conflicts in a virtual team

• Conflict events at a distance.
• Cultural differences in conflict resolution.
• Managing conflicts in the virtual space.
• Creating and promoting a feedback culture in the team.
• Role negotiation as an instrument of clarification.

Development of the virtual team

• Building a sense of belonging and trust in the team.
• The kick-off meeting in a virtual or hybrid team.
• Phases of the team process.
• Action roles and team dynamics.
• Effects of cultural differences on communication and work processes.
• Awareness and use of diversity in the team.
• Onboarding remotely.
• Virtual team development measures.
• Planning for the development of your own team.

Practical workshop

• Exchange of experience, discussion and self-reflection.
• Exercises and simulations with structured evaluation.
• Transfer to your own leadership actions.
• Concrete individual solutions.