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The Right Questions at The Right Time – Thinking From Within!

The Right Questions at The Right Time – Thinking From Within!

by Marcin Swierkocki | Dec 9, 2024 | Leadership Tips, MDI Inside, Training Insights | 0 comments

The Right Questions at The Right Time – Thinking From Within!

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

The Right Questions at the Right Time – Thinking From Within!

It is not easy to find oneself in a world based on chaos, noise, and incoherence of values. Out of the needs flowing in one’s mind, it seems impossible to choose the one the most hidden, most needed, most personal, most genuine, and authentic. For what reason is it so difficult to delve into oneself?

Year-End Reflections: Embracing Change and Uncertainty

The end of the year makes us reflect and think about what we’ve done and achieved. However, it’s also a time for conclusions and a summary of our activities. The current times have made us realize that everything can change in the blink of an eye.

The image of the reality we perceive has been distorted in one way or another – AI applications, globalization, integration, or maybe decentralization. Who knows? And what can you do about that?

Finding Purpose: A Grounded Start to the New Year

Today’s times have catalyzed, often ground-breaking, changes in the way we communicate both internally and with our customers. Therefore, in order not to ‘go crazy,’ it is helpful to have your answer to the question – ‘why’ do I do what I do? For me, it gives me coherence between how I think and what I do, the inner peace and joy that comes from feeling that I can use the potential I have been given for worthy causes.

Hence, let’s not just focus on the what and the how because this allows neither reflection nor having the right perspective. Without this, life just seems to be shallow! And that’s not the right way to start New Year…

Unveiling Purpose: Integrating Models for Lasting Impact

Discovering your “why” can truly transform your life and work. It provides a sense of clarity and purpose that fuels real motivation and helps you stay authentic, even through challenges.

It’s not just a path to personal success; it’s the heart of building something meaningful and lasting – a business or career that feels deeply fulfilling and genuinely worthwhile.

I will take a moment below to zoom in on how the two models I know from the training setup can work together. This is my interpretation, and any comments or feedback will be highly appreciated.

Unveiling Purpose: Integrating Models for Lasting Impact

The Dilts Logical Levels framework and Sinek’s Golden Circle

are both correlated, as they address the layers of meaning/purpose of human actions. Each of these models explores the why, how, and what of human actions, albeit with a slightly different focus.

Here’s how they work together:

1. Why (Sinek) ↔ Identity and Purpose (Dilts)

The Golden Circle – Why, in Sinek’s case, is the purpose and cause that drives individuals and organizations. It is the reason behind our actions, beyond the outcome, and provides us with a sense of what we do!

Logical levels – Identity and Purpose. At Dilts’, the Identity level represents ‘Who’ we are, encompassing our beliefs about ourselves and our deeper purpose. At the top of his pyramid, purpose extends to a relationship with vision and mission (in the organizational context), often linked to our contribution to a larger system.

Both frameworks represent an overarching vision and motivation, guiding everything else.

WHY WHAT HOW

2. How (Sinek) ↔ Beliefs, Skills and Behaviors (Dilts)

The Golden Circle – How, in Sinek’s case, defines the process and methods. It is how we bring purpose to life, often through unique processes, values, or distinctive characteristics.

Logical levels – Beliefs, skills, and behaviors. In Dilts’ model, Beliefs inform what we believe is possible or worth the effort (shaping the How), while skills refer to our capabilities and strategies used to implement actions. Behaviors are the actual actions taken, representing the translation of beliefs and our skills into something tangible!

This Dilts level relates to Sinek’s How as it defines our approach, skillset, and actions that make the goal achievable. Beliefs drive motivation, skills enable action, and behaviors embody these values in practice.

3. What (Sinek) ↔ Environment and Results (Dilts)

Golden Circle – In Sinek’s terms, What is the outcome, the actual product, service, or result achieved? It is what people see and is often the most tangible aspect of the organization or person’s work.

Logical levels – Environment and results. Dilts places the environment as the lowest level where the activities that shape outcomes occur. It is the place where the results are observed, evaluated, and adjusted.

Both models represent concrete, visible output experienced by others. In both frameworks, the What is a visible manifestation of deeper levels shows how purpose and beliefs are ultimately realized.

Conclusions:

Sinek’s Golden Circle

Dilts’ logical levels

Why    

Purpose and Identity

How

Beliefs, Skills, and Behaviors

What

Environment and Results

Aligning these models allows us to understand not only the outcome (What) but also the deeper motivations standing behind our actions (Why) and processes (How) that drive our behavior. This synergy is particularly useful for leaders to properly guide their co-workers and organizational development.

Marcin Swierkocki

Marcin Swierkocki

Trainer, Coach & MDI Partner

Marcin Swierkocki works as an HR business consultant who has specialized in L&D, change- and project management. He brings over 25 years of international experience in change management and operational development with him. His personal motto is influenced by Viktor Frankl: ‘Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth…’. His personal inspiration comes from his optimistic and positive character and by draining the energy that successfully supporting others gives him.

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Leadership and AI: Between Responsibility and Opportunity

by Marina Begic | 6. May 2025 | Digital Transformation, Leadership and AI, Leadership Tips | 0 Comments

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AI Hears; Humans Listen: Become a Master of Attunement

by Hamza Khan | 18. April 2025 | Digital Transformation, Leadership and AI, Leadership in the digital transformation | 0 Comments

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Success Through Change: How to Stay Oriented During Transitions

by Anita Berger | 14. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

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Aligning Training Goals with Organizational Business Objectives

by Marcin Swierkocki | 10. April 2025 | eLearning, Learning Transfer, Short Knowledge Bits | 0 Comments

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4 Tips on How to Shape Change Processes as a Leader

by Anita Berger | 3. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

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MDI’s Leadership Lab: Unlocking the Future of Leadership Training

by Florian Biedermann | 25. March 2025 | Leadership and AI, Leadership in the digital transformation, MDI Inside | 0 Comments

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AI Transformation: How Companies Need to Adapt

by Gunther Fürstberger | 12. February 2025 | Digital Transformation, Leadership and AI, Leadership Tips | 0 Comments

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No Success Without Diversity: Why It Matters

by ARS Academy, MDI | 5. February 2025 | Best Practice, Leadership and AI, Leadership Tips | 0 Comments

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Challenges and Solutions for Leadership in 2025

by MDI & ARS Academy | 14. January 2025 | Best Practice, Leadership in the digital transformation, Leadership Tips | 0 Comments

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Mastering Communication: The Why, How, and What

by Marcin Swierkocki | 14. January 2025 | Agile Leadership, Leadership Tips, Short Knowledge Bits | 0 Comments

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Leadership in Transition: Insights from Leadership Horizon 2024

Leadership in Transition: Insights from Leadership Horizon 2024

by Christoph Wirl | Jul 4, 2024 | Leadership and AI, Leadership Tips, MDI Inside | 0 comments

Photo credits: Jenny Theolin

 

Leadership in Transition: Insights from Leadership Horizon 2024

This was our Leadership Horizon Conference of 2024! Click here and immerse yourself in the Highlights.

Leadership in transition: Insights from Leadership Horizon 2024

Here you can find the original report by magazine training editor Christoph Wirl: 

A guide to the most effective strategies for integrating artificial intelligence – We report on the Leadership Horizon conference.

MDI’s Leadership Horizon Conference retook place this year on June 4 at SO/Vienna and was dedicated to the increasing fusion of leadership practices and Artificial Intelligence (AI). It served as a platform for the exchange of practical findings and strategies for integrating AI into management processes.

Around 160 HR experts and managers from various industries came together to share their experiences and visions. The event was English-language and hybrid, allowing international participants to attend both online and in person.

The impressive line-up of speakers was consistently compelling. The event offered a successful mix of inspiring keynotes, practice-oriented workshops, and insightful business cases.

The two sides of the AI coin

CEO Gunther Fürstberger opened the conference with a virtual avatar, created with the HeyGen program’s help, and looked very similar to the real speaker. He spoke about the importance of artificial intelligence for both companies and managers.

He showed both sides of the coin: For example, many people have already been killed through the use of AI-controlled drones in war zones. At the same time, however, the use of artificial intelligence in medicine has already saved the lives of millions of people or significantly improved their health.

AI therefore has a clear impact on our society, which is why we need to develop and use this technology responsibly. We need to harness the potential of AI for the benefit of humanity while carefully weighing up the potential risks and ethical challenges.

Photocredits: Jenny Theolin

AI is not magic

When the conference moderators asked the audience who was not yet sufficiently familiar with the topic of artificial intelligence, more than half of the attendees responded. This just goes to show that we need to engage more with this forward-looking topic.

Afterward, magician Tobias Grünfelder from the Abracademy fascinated the participants and drew parallels between the art of magic and artificial intelligence:

“AI is not magic – we just need to look behind the scenes. Just as professional magicians do not rely on a single trick, we should also take a holistic approach to the application of artificial intelligence. It is not enough to see AI as some kind of magic bullet that solves all problems by itself. Instead, it is important to understand the underlying mechanisms and functioning of AI systems to be able to use them effectively and responsibly.”

AI-powered leadership

Johannes von Mikulicz-Radecki also emphasized the complexity of using AI in leadership in his presentation “AI-Powered Leadership”:

“The time when you could experiment with AI and try out different use cases is over. Now it’s about putting what you’ve learned into practice.”

This requires managers to clearly understand the possibilities and limitations of artificial intelligence and the ability to strategically integrate this technology into their business processes. In addition, von Mikulicz-Radecki emphasized the general relevance of AI tools in companies:

“Artificial intelligence is too important to be left only to management.”

Photocredits: Jenny Theolin

An insight into UNIQA’s AI strategies

Later, keynote speaker Cristina Anculescu showed how UNIQA has optimized the employee experience with the help of AI tools. She reported that 47% of Gen Z employees surveyed said they received better career advice from AI than from their managers. For example, some upload their LinkedIn profile to ChatGPT and ask for suggestions for improvement.

In response, UNIQA has used AI to develop and promote individual career paths for its employees. Intelligent algorithms are used to create individual development plans. These are based on the strengths, interests, and goals of individual employees.

The downside of flexible home office arrangements

After the lunch break, renowned expert and speaker Ryan Jenkins was connected live from the USA. The technical implementation went smoothly so that both the participants on-site and the online participants were able to follow his presentation without any problems. He addressed the importance of interpersonal connections within a company:

“When employees feel isolated, they are up to seven times more likely to work inefficiently.”

He noted that due to excessive use of our smartphones and online media, we are often unable to build and maintain relationships with our colleagues. In this day and age, people are more independent of each other than ever before, making it harder to make and maintain connections. Jenkins therefore warned that the often overly flexible home office regulations should be critically scrutinized.

Photo credits: Jenny Theolin

Dangers and fears around AI

Rebecca Johnson presented the possibility of learning using AI avatars and introduced a specific tool that enables particularly effective practice of negotiation skills.

In her final presentation, Bailey Parnell tried to allay the audience’s fears of artificial intelligence. She explained basic concepts such as machine learning and deep learning and introduced various AI tools, including Canva, Suno, Copilot, and image generation software.

She also addressed the potential dangers of AI and discussed possible job losses due to automation, the loss of privacy and the problem of bias in AI systems.

Conclusion on Leadership in Transition: Insights from Leadership Horizon 2024

The Leadership Horizon Conference 2024 once again proved to be a great event for executives who want to integrate AI into their corporate strategies. It provided valuable insights into current trends and inspired thinking about the future role of technology in leadership.

Download our International Whitepaper:

 

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Purpose – Why Hybrid is more than a Buzzword

Purpose – Why Hybrid is more than a Buzzword

by Peter Grabuschnig | Mar 14, 2024 | Impuls series, Leadership Tips, Learning Transfer | 0 comments

Purpose – Why Hybrid is more than a Buzzword

Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

Purpose – Why Hybrid is more than a Buzzword

Is hybrid just a new trend? And what do different life realities of our employees have to do with it? In his new Rise Course, our MDI trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership.

It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility. In this blog article, we will introduce you to the first pillar of the 3P model – Purpose. Enjoy reading!

What does hybrid even mean?

Even though the word hybrid can have different meanings in different contexts, one thing is clear – Hybrid is a mixture of two or more components. When we refer to Hybrid, we mean a combination of different workplaces, such as the office, the home office, or even abroad.

However, if we are honest, hybrid is still not perfect. That’s why I recommend considering how to enable more flexibility for employees in the future.

So who and what does this hybrid lifestyle have an impact on?

1. Ourselves:

In many companies you can now decide for yourself whether to work from home or at the office. This has significantly increased our flexibility.

2. The team:

Simply talking to our colleagues or going for a quick coffee break is not as easy as it used to be. Also, when planning office times, it is more likely to exclude others by forming groups or avoiding certain colleagues.

3. Leadership:

This goes far beyond the team level. It requires transparent communication, clear goals, and a strong commitment to the company. Maintaining performance and much more is expected of you as a leader.

4. Company:

Many companies are already considering what hybrid means for them and what benefits they can derive from it. One international client I advised even had the most productive year after the change to a hybrid setup.

Another customer decided to reduce the number of office buildings to 60%. The latter, however, is not a sustainable solution as there are days on which more people will want to go to the office.

An Appeal for better leaders

Why should I as a leader care about leading a hybrid team?

Around 45% of the global workforce, at least according to McKinsey, can do hybrid work. Whether we like it or not, for these 45% the newly gained flexibility plays an enormous role in balancing work and life.

Hybrid is also exciting from an evolutionary point of view – we went through the agricultural era, the age of industrialization, and the labor movement. Today, our computers and smartphones dictate when and where we work.

By deciding where we work, we are now able to balance our work and personal lives much better. Not only that, it has also improved other aspects:

1. Technology:

We had to learn how to use new technologies and things are now working that we couldn’t have thought possible a few years ago. For example, taking part in an online workshop with the whole team from home.

From a technical point of view, a lot has developed in the last few years. Some new technologies such as VR will digitalize our collaboration even further in the future. It would, for example, make it possible to meet in a virtual room in 3D instead of just looking at your laptop in two dimensions.

Other developments such as AI or augmented reality are also revolutionizing the way we collaborate remotely.

2. Employees:

We can no longer avoid a hybrid setup – that is mainly because our employees have demanded it and even threatened to quit if they can’t work in a flexible environment.

So to be an attractive employer today, you need to think carefully about what you need your employees to do in the office, where flexibility makes sense, and what you can offer them.

Let’s now take a closer look at the individual life realities of our team members…

People have different expectations and life concepts, their job has to suit them. If it doesn’t fit, you look for another job. The fact that many aspects of our work can be taken over by machines gives us more freedom to create.

The classical performance-based society which encourages a lot of overtime and focuses on presence is becoming increasingly outdated.

A Microsoft study has shown the situation regarding hybrid working among employees and their individual preferences. Two out of 10 respondents would like to work exclusively from the office. This can be due to a variety of reasons, such as feeling lonely at home.

Surprisingly, 3 out of 10 don’t want to go back to the office at all. This could be due to care obligations, for example. Half of the respondents want a combination. Some prefer one home office day per week, while others would like to have more. These figures give us an idea of how many different life realities we as leaders now have to juggle.

Hybride Arbeit

The one-size-fits-all approach is no longer possible and there is no uniform solution that satisfies everyone. We have to respond individually to each employee and develop a suitable solution for the whole team.

The work environment has changed considerably, but the requirements for leadership have remained the same. Employees still expect recognition, fairness, open and transparent communication, a motivating work environment in which they can develop, and flexibility to balance life and work.

The leadership priorities have shifted. For example, in the hybrid daily routine, much more attention needs to be paid to communication, so that everyone knows everything they need to know.

What has changed is not the content but the context in which we work. Thus, we need to adapt our systems and behavior to the context to be successful.

I would like to give you one more piece of food for thought. I would like to invite you to take a retrospective look at the last 6 months of your work.

  • What experiences have you had in terms of hybrid working? What has (not) worked well?
  • What were/what are your challenges?
  • What challenges will your team face in the future? What would you like to develop or continue from what you have already experienced and tried out?

You can do this task individually, with a colleague, or even in a small workshop with your whole team.

We hope you have enjoyed this snippet from Peter’s Rise course! You can contact us if you are interested in this course or follow along on our blog, where we will share other content of the course as well.

Click Here to Contact us
Peter Grabuschnig

Peter Grabuschnig

Trainer, Coach & MDI Partner

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

  • LinkedIn

Get a glimpse into the elearning:

How to Increase Performance in a Hybrid Set-Up

How to Increase Performance in a Hybrid Set-Up

by Peter Grabuschnig | Mar 14, 2024 | Digital Transformation, eLearning, Leadership Tips | 0 comments

How to Increase Performance in a Hybrid Set-Up

Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

How to Increase Performance in a Hybrid Set-Up

Is sitting 8 hours in the office productive? At the moment we are getting paid for the time spent at work. In the future, however, and this is something we already realize, the results will matter more than the time spent to achieve them.

In his new Rise Course, our MDI trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership.

It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility. In this blog article, he will introduce you to the third pillar of the 3P model – Performance and explain how you can improve the performance of your team.

Time Spent vs Results Delivered

Working a lot of overtime and the associated assumption of hardworking employees is becoming increasingly outdated. Just because someone sits in front of a screen for 8 hours, doesn’t necessarily mean that they are also productive and efficient.

In many areas of our work, we have ready-defined clear factors that show us whether someone is performing. This is especially true in jobs that can be measured through numbers. There, we have personal Key Performance Indicators (KPIs) and targets that you have to achieve.

In some positions, however, measuring performance is not so simple. In this case, it is necessary to define the KPIs, measures, and goals together which are used to measure whether one has been productive or successful. What we can see is a shift from Time Spent to Results Delivered.

Debunking Hybrid Leadership Assumptions

One of my clients had the most productive year in its history after introducing hybrid work. This is largely due to the employees working more productively at home. In the beginning, the assumption was that people would be too distracted in the home office or that they would need more motivation than usual.

However, this assumption was quickly disproven. In some cases, even the opposite was true. Due to the social interactions in the office, most employees do not get to 8 hours of focused and productive work per day.

Now, if individuals finish the same work faster at the home office than in the office, they effectively save themselves several hours in their days.

Beyond the Horizon: GenAI and Ethical Leadership

The Future Leader

Companies will have to think about how to deal with this in the future. After all, you are paid for the time spent working and not for the results you deliver. In the future, the focus per performance measurement will be more on the results and less on the working hours.

This means that as leaders, we will have to think about how and what goals we define with our employees. What work packages do we put together? How do we ultimately evaluate and measure performance?

Trust in Hybrid Leadership

Trust also becomes very important, as well as self-organization. Some people are better at this, while others struggle. If you think about your team, you will probably immediately think of people you know who do a good job at home and who you trust.

On the other hand, there are probably some people you are not 100% sure about, right? Now you can of course try to insist on presence in the office with those employees you don’t trust very much. But whether that makes things better is another question.

Because even in the office you can’t know if they are working productively or just killing time. Performance is not necessarily dependent on where you work, but rather on what goals you set and how you track and measure the results.

If you are not sure what performance to measure in your employees, discuss it with them. Work out together what makes sense and how they can show you as a leader that they are actively contributing to the results.

Being Transparent as a Leader

Transparency plays a particularly important role here. The classical micromanager who follows his employees’ every move will have a very difficult time in the hybrid system. On the other hand, too little supervision is also a disadvantage since you should know what your employees are doing all day.

Try to create a balance. Instead of constantly having to ask whether something has been done, first define for yourself what information you actually need and then make a plan with your team on how to get it.

This can happen through a stand-up, a Jour-Fix, but also asynchronously. It is only important that you make it clear to your employees that this is not about checking on them in a narrower sense, but also about their performance and them being seen and noticed.

Think about how you currently measure the performance of your employees. Is it mainly hard factors (numbers, data, facts,…) or is it also soft factors on an interpersonal level?

On a scale from 1 to 10, how satisfied are you per employee with the performance evaluation? Note: this does not mean the performance itself. Perhaps you have a personal proximity bias that rates the performance of certain employees higher or lower?

We hope you have enjoyed this snippet from Peter’s Rise course! You can contact us if you are interested in this course or follow along on our blog, where we will share other content of the course as well.

Click Here to Contact us
Peter Grabuschnig

Peter Grabuschnig

Trainer, Coach & MDI Partner

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

  • LinkedIn

Get a glimpse into the elearning:

Creating Connectedness in a Hybrid Environment

Creating Connectedness in a Hybrid Environment

by Peter Grabuschnig | Mar 14, 2024 | eLearning, Impuls series, Leadership Tips | 0 comments

Creating Connectedness in a Hybrid Environment

Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

Creating Connectedness in a Hybrid Environment

In his new Rise Course, our trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership. It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility.

In this blog article, we will delve into how to create connectedness and a hybrid culture. Enjoy reading!

Flexibility and its downsides

Is hybrid work really to blame for the decreasing connectedness that employees feel for the company? In recent years, the employees’ sense of belonging in the company has decreased more and more. According to a recent study by the consulting firm Gartner, only 25% of employees feel a strong sense of belonging to their company.

Generally speaking, a distinction can be made between two different areas of belonging. On the one hand, clear vision and orientation are important. If people know where the journey is going and the direction is right for them, then they feel a sense of belonging.

Connectedness to the company

Simply put, I know what the culture and strategy of my company are, and I also believe it’s the right one. The second area would be connectedness to the company. This relates to the fact that the culture of the company I work at is important to me and that I also identify with it.

So if you want to create a high sense of belonging, we have to create clarity about the direction and the goals, but also a culture in which the employees feel comfortable and with which they can identify.

Gartner’s Study Findings

If we look at the numbers and the study, and only 25% feel a strong sense of belonging, you could link that number to the fact that people work at home and they don’t feel connected because they don’t see each other as often anymore.

Gartner looked into this with an exciting result: Companies that allow radical flexibility regarding when, where, and how they work, received the highest rates of connectedness with up to 53%. In turn, companies that allowed little to no flexibility had only 18% of employees with a high sense of belonging.

The more trust we give our employees when it comes to flexibility, the more connected they feel to the company.

AI learning modules for leaders

Other Side-Effects

This has other much-needed side effects. Employees with high connectedness to the company have up to 30% higher performance and are 36% more likely to stay within the company.

In the past, companies have often tried to build an emotional connection through nicely decorated officesand frequent interactions with their employees to make people feel at home where they work. They believed this could create a certain connectedness with their employees.

That didn’t work before the pandemic and continues to be ineffective today in the hybrid set-up. Few who have a nice workspace at home go to the office because it’s so modern or because it has coffee.

So what are ways to create connectedness with your coworkers?

I have three tips for you.

1. Emotional Closeness

It’s not about physical proximity – your employees need to feel that you are there for them and available if they have problems. This will give them the feeling that they are important to you and they feel seen.

Make sure you always know what’s going on with your employees. In a hybrid work environment, it’s easy to overlook when conflicts between employees arise. Be close to your people and be there for them. It doesn’t always have to be a video call, you can just make a phone call and ask how they are and if they need anything from you.

Availability doesn’t mean around the clock, though. Define with your team when and how you will be available to each other.

2. Microcultures

Alignment is important. Company values are important. A well-communicated strategy is important. But these are mostly things that come along on a very high level and are not always easy for your team to graspand implement.

That’s why it makes sense to define yourself as a team. Consider together how you interact with each other. But also, what contribution you can make to the corporate strategy and how you live the corporate values or even prioritize them for yourself.

A micro-culture in a team has nothing to do with separation. Quite the opposite actually – the goal is to ask yourself what identity and integrity you have as a team and how you can contribute to the overall success of the company.

This includes working successfully with other teams and departments. A sense of belonging to the company always starts with a strong connectedness to one’s team or department.

Promoting cohesion and retaining talent: Leaders in focus

3. Spread culture through work and not through the office

Whether it’s a new office with modern furniture, a picture with the company’s values with a hundred signatures on it, or the company logo above the main entrance – our company is always present.

At home, things look a little different. That immediately raises the question – how do I perceive my company when I’m sitting in front of the screen at home? My physical environment doesn’t have much to do with the company. Whether I’m sitting there with a laptop from one company or another makes no difference, does it?

We have to think about how our employees experience our company at home. On the one hand, this can be possible through haptic objects, but also through individual work processes. A virtual background with office space, logos, or slogans is a start.

Strengthen your connectedness

But small gifts to employees can also be supportive. One participant recently told me about a birthday gift she received from her company years ago – a beach towel with a slogan on it, which she still uses when she goes on vacation. After all, there are no better brand ambassadors than our employees, right?

Think about how your company is perceived by people at home and above all, how it becomes more visible. Processes should always reflect the company’s values. For example, if your company claims to be innovative, your employees should not be troubled by slow and bureaucratic work processes.

It’s also important that our employees continue to see their impact. In the office, this often happens through informal hallway conversations and social interactions with each other. There, you often automatically got feedback when you had changed something for the better.

Today, you proactively convey this appreciation and the feeling that we have contributed something. As a last task, define at least one measure for yourself that you would like to implement to strengthen your connectedness!

We are very excited to experience this new adventure with you and delve more into the complex and exciting world of hybrid leadership!

You can contact us if you are interested in this Rise course or follow along on our blog, where we have shared a few snippets of the course as well.

Click Here to Contact us
Peter Grabuschnig

Peter Grabuschnig

Trainer, Coach & MDI Partner

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

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Changing the World with Hybrid Leadership

Changing the World with Hybrid Leadership

by Peter Grabuschnig | Mar 14, 2024 | eLearning, Impuls series, Leadership Tips | 0 comments

Changing the World with Hybrid Leadership

Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

Changing the World with Hybrid Leadership

In his new Rise Course, our trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership. It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility.

In this blog article, we will introduce you to the overall course and give you a few basic concepts that will be dealt with. Enjoy reading!

The Three Ps

The topic is explored from three different angles: the Purpose-People-Performance (3Ps) model developed by MDI. The course will provide theoretical knowledge and practical tips and tools that you can implement directly into your day-to-day work as a leader.

Purpose – We will look at why hybrid leadership is important and why it is not just a new buzzword.

People – We work and reflect on organizational and interpersonal issues. 

Performance – We will evaluate what constitutes performance and how we can better measure performance in the hybrid day-to-day.

What will be covered?

  • The impact of the flexibilization of the working world on leaders
  • Why it is no longer possible to avoid a hybrid working world and how to make the most out of it
  • How to organize your team efficiently in the new environment
  • How to deal with different life realities and personalities
  • How to conduct difficult conversations and what is important in hybrid conflicts
  • Which role do diversity and inclusion play in the hybrid context
  • What you need to foster innovation in the team
  • What you need to achieve high performance in the team
  • How to measure and push performance despite a hybrid setup

Modules

The course is modular. So you can view it entirely, or just focus on areas that are particularly relevant for you. The first module “Purpose” is recommended to be viewed in its entirety.

Goal

The goal is not to reinvent leadership, but to question and reflect on one’s leadership in the hybrid context and to get new impulses and ideas on how to lead oneself and the team in the new context of a hybrid workplace.

We are very excited to experience this new adventure with you and delve more into the complex and exciting world of hybrid leadership! You can contact us if you are interested in this Rise course or follow along on our blog, where we will share a few snippets of the course as well.

Click Here to Contact us
Peter Grabuschnig

Peter Grabuschnig

Trainer, Coach & MDI Partner

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

  • LinkedIn

Get a glimpse into the elearning:

AI in Leadership – the Ethical Dimension

AI in Leadership – the Ethical Dimension

by Alina Helmlinger | Jan 29, 2024 | Impuls series, Leadership and AI, Leadership Tips | 0 comments

AI in Leadership – The Ethical Dimension

Do you prefer to listen to this article? Click below to access our AI-generated version of this blog article!

This blog post is a continuation of an interview ” AI-Enhanced Leadership: Maximizing Potential with Intelligent Tools. Click here to read the first part.

The topic of AI is also very much about ethics. I would be particularly interested in this: What ethical considerations should leaders consider when dealing with AI?

AI can process vast amounts of data both now and in the future. This means, for example, that I can easily develop an algorithm with AI to monitor employees even better, work out certain behavioral patterns, and much more.

In other words, I can use AI to make something completely transparent that a human would never have been able to do. In theory, I could develop an AI that uses workflows to tell me exactly which employees are productive and when or who is working at their weakest.

I could also use an AI to monitor the entire company. Of course, this poses a major ethical problem – do you use artificial intelligence to monitor or facilitate work processes? These are two poles that AI could cover.

The question is, what do you want?

In your opinion, how can AI help to create personalized learning experiences for leaders and thus promote their individual development?

With AI, for example, I could create a training program for a leader where they can study at any time. The program explains content at all levels – very simple, highly complex, in a different language or format.

Soon it will also be possible to write with AI via WhatsApp, for example, to better understand the content. But this would also be possible in completely different formats – for example, I could talk to the AI or watch an AI-generated video.

In general, AI could cover everything for me. For example, I could tell it that I want to work on a language model and AI would explain to me what I need and also generate a mind map for me. This AI program would be user-friendly. That means I could use it when and where I want and at the level I need. The AI would also give me constant feedback on my learning progress and tell me where there is room for improvement.

Soon AI will be able to respond to my every wish.

AI learning modules for leaders

I hear a lot about individualization and the promotion of time- and location-independent learning, which will simply make everyday life easier – not just for leaders, but for everyone in general.

Exactly, it is independent of time and place, but can also always be tailored to my needs.

That brings me to my next question: how do you see the role of AI in the future training and development of leaders, what are the limits?

When it comes to learning content in training courses, AI will relatively soon replace the role of the trainer, because AI can do this well on an individual level. Perhaps even better than humans because of the large database.

I can simulate social interactions with an AI, but that’s where I see the limits of AI. In other words, whenever it comes to dealing with other people, AI can teach me the basics and the theory – but it can’t do the actual interpersonal aspects, i.e. working with other people.

You can also see it now after Corona, there was a brief online peak, but then people switched back to face-to-face interaction. People realized that they were missing that. This means that human interaction is now more important in a company. Nobody wants to sit in front of a screen and have everything explained to them by an AI.

Cool, thank you very much, Niels. Is there anything else you would like to add or haven’t said yet?

I see education and training as the most important skills of the 21st century – whether as a leader or an employee, everyone will have to keep learning in the 21st century and AI won’t be able to do that for us. If anything, the opposite is true – we have to learn even more than before, but AIs also make learning much easier for us.

In other words, it all evens out somewhere. We have to keep up with developments and keep learning, but this is also getting easier and easier. In other words, in the 21st century, it’s all about continuing to develop and educate ourselves and putting a bit of effort into our brains – even if we no longer have to thanks to AI.

Conclusion

With AI, (almost) anything will soon be possible – from a conversation to a generated leadership development program. Although many roles can be replaced, it is important to strengthen the interpersonal level and focus on soft skills.

You can find Niels’ homepage here!

Alina Helmlinger

Alina Helmlinger

L&D Consultant, MA

Alina has been an L&D Consultant at MDI since 2021 and supports clients from various industries in the tailor-made design of various leadership development programs and training courses. In addition to her practical knowledge and the experience she has already gained in further training, she draws on her sound theoretical knowledge from her Bachelor’s degree in Human Resources Management and her Master’s degree in Organizational and Personnel Development, which she completed in June 2022. Alina keeps calm, especially in challenging situations and leaders to reconcile the interests of different stakeholders in complex projects, thereby designing tailor-made HR solutions geared towards customers’ needs.

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The 5 most important soft skills for leaders in the age of AI

The 5 most important soft skills for leaders in the age of AI

by Jana Wölfl | Sep 29, 2023 | Impuls series, Leadership and AI, Leadership Tips | 0 comments

The 5 most important soft skills for leaders in the age of AI

Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

The 5 most important soft skills for leaders in the age of AI

In times where artificial intelligence knows no boundaries and numerous programs can seemingly replace any work, leaders are placing more and more value on so-called soft management skills.

In this blog post, you will learn what exactly we mean by this and why soft management skills are indispensable, especially in the context of artificial intelligence. However, if you want to learn more about the basics of artificial intelligence, you can read the first blog post of our AI series here.

Hard vs. soft management skills

While hard management skills focus more on actually doing the job, e.g. dealing with data, managing and analyzing projects, and allocating budget, soft skills are mainly about the human aspect of leadership.

Thus, it is more about empathy, cohesion, transparent communication, etc., which means that leaders should pay more attention to social interaction with their employees. While both areas of leadership are equally relevant, there is one important factor that differentiates them:

Artificial intelligence can replace the hard aspects of leadership, but not the “soft” ones.

Especially in the aforementioned areas – i.e., data analysis and management, forecasting and budgeting – but also in project management, marketing, and HR, there are now quite a few programs that significantly simplify a leader’s tasks and make them more efficient. 

While artificial intelligence can save us some work, it cannot replace the human aspect. So the more AI takes over these technical tasks, the more important it is for leaders to focus on soft skills.

The 5 most important soft skills for leaders in the age of AI

The 5 most important soft skills for leaders in the age of AI

Of course, there is a wide range of relevant soft skills that you should apply as a leader in your everyday work. Here we present the 5 most essential ones.

1. Transparent communication

As a leader, you should be able to talk openly and honestly with your employees about internal and external topics. Also, in the context of artificial intelligence, it is important to clearly communicate to your employees where AI will be used and how your work structures will now change.

You can find more about Transparent Communication in Gunther Fürstberger’s book “Winning Commitment as a Lateral Leader” in the chapter “The Communicator and the Three Commitment Steps”.

2. Empathy and social understanding

Especially in times where roles in the company are changing rapidly and new programs and devices are constantly being introduced, it is important to be able to empathize with your employees and also understand what they need.

Because in the end, of course, it’s not just about your vision as a leader, but also about making sure your employees feel comfortable with the move to artificially intelligent programs and that any concerns about the issue can be listened to and addressed as far as possible.

More on how to boost your empathy in this article.

3. Adaptability

As a leader, you should be constantly learning about new programs and technologies to stay current. It is important not to be afraid of these changes and adapt to them as soon as possible.

soft skills

4. Awareness of cultural and gender differences

The use of artificial intelligence varies from culture to culture, which you should be especially aware of when working with other countries. Also, there is a large gender gap in the tech industry, and some AI algorithms harbor unintended biases and gender stereotypes.

Being aware of these factors can help you be mindful of the inclusive use of artificially intelligent programs.

You can read more about this topic in this article.

5. Critical thinking

While AI programs can handle some of our routine tasks, their flawless problem-solving is not guaranteed. Therefore, it is up to you as a leader to review the programs’ solutions and critically question whether they have actually handled the problem ideally.

In this article, you will find tips on how to improve your critical thinking.

Conclusion

Especially now that artificial intelligence can take over more and more tasks and facilitate processes, it is important for leaders to strengthen and develop their soft skills. Thus, a smooth transition to AI programs can succeed not only for you but also for your team and the entire organization.

Jana Wölfl

Jana Wölfl

Marketing Assistant

Jana Wölfl works at MDI as a marketing assistant and writes blog posts for our site in addition to her studies at Leiden University.

She also works for SDI and supports us with writing content there as well.

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