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Here writes for you:

Roswitha van der marketRoswitha A. van der Markt is a management consultant and executive coach for HP, Siemens or SAP.van der Markt studied humanities in Munich, Amsterdam and Pretoria and has more than 25 years of international management experience, including as a managing partner of the world's leading management consultancy Accenture. She holds an Executive MBA from Harvard University in partnership with MIT, Sloan School of Management (Boston, Mass.). She is also Commercial Manager (Babson College) and winner of the German University Software Prize. Roswitha has been working since 1998 van der Markt as an executive consultant and coach for first and second level executives as well as an author and business speaker. Her international customer and experience background includes companies such as Accenture, Siemens, Fujitsu, Infineon, HP, Oracle, SAP, Allianz, BT, GE, Telekom, as well as outstanding medium-sized companies. As an expert in business transformation, change management, leadership and human performance, as well as strategy and organizational development, she oversees mandates in Eastern and Western Europe and the USA. She also held lectureships at Ludwig-Maximilians-Universität, Munich Otto-Friedrichs-Universität, Bamberg, the Technical University, Dresden, the IE Business School, Madrid and was project coach of the IEWS (Institute of EastWest Studies) and UNESCO for multi-national projects on the economic and democratic development of Eastern Europe She describes herself as a digital baby boomer and has been working as a digital nomad for almost 20 years. More information at rvandermarkt.com/

Agile leadership and the end of the hierarchy: trust wins

Google, Microsoft, WordPress allow their employees to choose where and when they work. You do not have “your own permanent job”. Her workplace is her laptop with smartphone, seven days a week, 24 hours worldwide. But how does leadership work digitally globally?

Virtual leadership

About 50% of our interactions with colleagues are already online

For many Company Working digitally across locations and national borders is already part of everyday life. According to a study by RW87 CultureWizards, 50% of the management and 3% of the employees of multinational corporations sometimes do their work virtually. Nevertheless, European studies show that, especially in Germany, there is still a lack of trust towards colleagues in the “home office” - and not just from management, but especially through teammates.

Most of them are still sitting at their office workplaces in their virtual collaboration with colleagues, customers and employees and so the “digital revolution” has not yet arrived in Germany. One sticks to old thinking patterns of performance control and time recording. Only those who are present work properly: "What, he goes to the park with the children in the afternoon, when does he work?" With this old thinking, modern work models mutate from the blessing of work-life integration to a massive burden on 24/7 accessibility.

Trust is the key to success

Managers believe that everything is done with the introduction and training of the new technology. But the implementation of the latest IT systems, which guarantee flexible working and collaboration with team colleagues from every location, is not enough to establish modern working models. The most modern IT is only the floor on which the “new way of work” can be designed. Digitization and flexibility are strategic guarantees of success, but that is crucial for sustainable success Culture of trust: in the company. Trust is the key success lever for virtual teams. The key is communication. Only personal exchange and mutual appreciation lead to trust.

Studies underline the building of trust is a common challenge in decentralized teams: In a survey of 30.000 employees of multinational companies (3), 2012% stated that it is difficult to develop trust in virtual teams , According to the survey, the biggest challenges are in virtual teammeetings:

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  1. Enough time for relationship building (79%)
  2. Decision speed (73%) and differences in decision-making (55%)
  3. Too little share (71%)
  4. Cultural differences in conflict management (70%) and expression (55%)

Challenges for team meetings

In 33% of the interviewees, half of the team members did not live in their own country, so working in different time zones made communication difficult and burdensome. The biggest hurdle, however, was the understanding of cultural differences. Especially since 41% of the members of virtual teams have never met their colleagues personally.

Is that why American companies like Yahoo, Best Buy and Reddit are partially rowing back and calling for more presence in the offices? - But there is no way back: Cisco's Connected World Technology Report 2014 shows that 60% of workers in the United States strive for such a flexible job. In Germany too, according to the Regus survey, 82% opt for flexible working models, trust-based working hours and home office and 60% would even reject a job offer if this is not guaranteed. So in order to attract the best talents, we should overcome these challenges with “good digital leadership”.

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5 responses to "Agile leadership and the end of the hierarchy: trust wins"

  1. Roswitha vanderMarkt says:

    How does digital global leadership @ - Exciting contribution676F9pd5U7

  2. Roswitha vanderMarkt says:

    How does digital global leadership work? - A lot is written and spoken about the New Way of Work, but still ka ... - Recommended contribution 0yUzTC8jrc

  3. firm-job says:

    Virtual leadership - 1/3: Trust wins: Google, Microsoft, WordPress allow their employees to decide when ... - Exciting contributionu2MpanCs5r

  4. Montua & Partner says:

    RT @FK_Verband: Virtual Guidance: How does digital management work globally? - Exciting contribution5A2xnt3N20 @Berufebilder

  5. THE LEADERS says:

    Virtualization: How does digital leadership work globally? - Exciting contribution5A2xnt3N20 @Berufebilder

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