Cultural quantum leaps in corporate culture
For many companies in Germany cultural quantum leaps have to be made here. Leadership in itself does not become easier in the virtual world - and is not obsolete, especially in a culture of trust. It's not about laissez-faire or loss of control. Rather, in a culture of trust "human understanding" on the one hand and personal responsibility on the other hand become the key to good leadership and work in the digital world.
Leadership becomes a serving leadership, providing support and support to the employees, a framework of values, a framework and the necessary orientation that we humans need as social beings to be perceived and appreciated.
Borders must disappear
This is necessary precisely when internal and external borders as well as local and global boundaries disappear, and we have to adapt to a completely fluid working environment, a constantly changing organization, oriented to projects and processes. A partnership-based communication on the basis of mutual trust, a valuable feedback culture creates clarity about work styles, diversity, goals and growth potential.
With clever use, collaboration tools not only help to moderate virtual team meetings, tune goals, integrate results and solve problems together, but also get to know each other better and personally through online forums, chat rooms, project wikis and social media. Ultimately, however, it is about the "art of leadership", really good leadership and communication at eye level.
Virtual Leadership - the king's discipline of employee leadership
The entire leadership process becomes more complex and diversified. You work together with the best in your field worldwide. These experts are "knowledge workers": "Knowledge workers act autonomously and manage themselves, they define their tasks themselves." (Peter F. Drucker). Therefore, the leadership of virtual teams is one of the supreme disciplines of employee leadership.
The role of the manager changes from the position of status and direction to one "Primus inter Pares" as a project manager or process owner, who, due to his personal standing, has no problem integrating himself again into a team in the next project. The manager serves the team as a coach, enabler, mentor, facilitator, who promotes the self-responsibility of the members and moderates efficient cooperation.
"WordPress respects its employees as adults." (Scott Berkun)
critical success is the selection of the "right" employees. Employees who like to work in unstructured environments, handle ambiguities and continuous instability well, and above all, organize themselves.
"Adults" employees know for themselves how to motivate themselves, get their tasks under control, set priorities and when or where they can perform the best. In the virtual team, everyone has to be able to manage themselves well, set goals and deadlines, find their own working rhythm.
Trust is the basic prerequisite
People with a high degree of self-discipline and self-organization therefore have an easier time in open structures. They act like independent entrepreneurs and take responsibility for themselves as well as for the company. Your teammates and their leaders can count on them. The methods used to achieve the agreed results are up to you. "Letting go" instead of control.
Trust in the willingness to perform and the result orientation of employees and colleagues is the basic prerequisite for virtual work to be successful.
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