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Leading remote teams

Working from home has its advantages. It lowers costs of management and in a lot of cases raises the productivity of employees. At the level of the individual, it means more flexibility when allocating time and energy between personal and professional obligations. However, remote work also has several disadvantages. Leaders lose control of the work of their co-workers, and individuals lose their community.

Pred nekaj več kot desetimi leti je postalo delo od doma nov poslovni trend.  Podjetje IBM je, na primer, leta 2009 prodalo veliko svojih pisarn po svetu in približno 40% od svojih 386.000 zaposlenih poslalo na delo od doma. Že v začetku leta 2017 pa so preklicali svoje odločitve o politiki dela od doma, ponovno vzpostavili pisarne in zaposlene pripeljali nazaj v “tradicionalno” delovno okolje.

Looking for a reason why, experts agree on one thing - working from home raised the productivity of most individuals while reducing the productivity of teams. The synergy between people, that has the greatest impact on the effectiveness of the entire organization, began to disappear.

Today, we are witnessing a similar situation, except that working from home is not a privilege or our decision, we are forced into it.

The key problem is that most leaders, as well as their co-workers, were not prepared for this step. Processes, rules and culture of remote cooperation are missing. Above all, teams must adopt new habits and routines for effective work and participation in this "new" work environment.

Med delavnico se bomo poglobili v specifike vodenja na daljavo. Kaj so prvi koraki, ki jih moramo narediti, katere dogovore moramo sprejeti s člani svojih ekip ter kakšne so lahko prednosti dela na daljavo? V okviru vodene razprave o izzivih dela na daljavo bomo iskali rešitve, postavili jasna pravila za komunikacijo in iskali načine, kako vključiti socialno noto v novo delovno okolje.

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Kako dvigniti inteligenco timov?

Biti visoko inteligenten kot posameznik pomeni, da si nadpovprečno sposoben reševati različne tipe nalog v različnih okoljih. Nedavne raziskave kažejo, da enako velja tudi za delovne time. Bolj kot je tim inteligenten, bolj je uspešen pri reševanju raznovrstnih izzivov. To pa je še posebej pomembno za vodstvene time.

Vendar pa inteligenca tima nima nobene povezave s povprečno inteligenco posameznikov v njem. Tudi če ima tim nekaj zelo inteligentnih posameznikov, to še ne pomeni, da bo zato inteligenca tega tima višja. Na predavanju »Kako dvigniti inteligenco timov?« si bomo pogledali zakonitosti, ki stojijo za tem. Kaj moramo kot vodje ali kot člani timov narediti, da dvignemo kolektivni inteligenčni kvocient naše ekipe? Natančno bomo predstavili štiri ključna področja, na katera bi morali biti pozorni tako pri sestavi tima, kot pri njegovem delovanju v praksi.

Če je organizacija sestavljena iz inteligentnih timov, ima potencial, da v modernem poslovnem okolju deluje bolj prilagodljivo in učinkovito. Na predavanju bomo govorili tudi o tem, kaj morajo organizacije storiti, da ta potencial sprožijo. Odgovorili bomo na vprašanje, kako naj timi kar najbolj učinkovito delujejo in kako naj se med seboj povezujejo.

Del predavanja je tudi interaktivno sodelovanje na temo »pameti skupin«, kjer bomo dokazali, kako bolj »pametna« je lahko skupina kot posameznik. S serijo primerov iz prakse pa bomo predavanje zaključili z vodeno debato in razmislekom, kje ta trenutek stoji naša organizacija in kaj lahko na področju inteligence timskega dela naredimo pri nas.

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Biti vodja v 2025

The modern business environment demands much more from the leader than it did a few years ago; and it will demand even more in the future. Key themes are moving from long-term strategic planning, time management and delegation to energy management, flexible thinking and teamwork.

Raziskave kažejo, da je več kot 67% zaposlenih nezavzetih za svoje delo in ta odstotek raste. Največji razlog za to pa so po mnenju zaposlenih slabi vodje. Na predavanju o vodenju prihodnosti se bomo zato  osredotočili na ključne kompetence, ki jih novodobni vodja mora imeti oz. pridobiti, da bi bil uspešen in da bi za njim stala zavzeta ekipa sodelavcev.

We will find out what the difference is between the old and the new way of leadership and what kind of future leaders our education system gives us. Given the lack of leadership competencies in a modern business environment, management education must be taken over by the company. Above all, the attitude towards authority, risk and error will have to change, as well as the care for team members and the introduction of a culture of responsibility.

So what is a modern leader like? What are the key areas he needs to work on to be successful in the future? How to become resilient to a rough and fast-changing business environment? These are the questions we will deal with in an active lecture, which, in addition to imparting key knowledge and trends in the field of modern leadership, contains several case studies, moderation debates and interactive voting.

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Flashlight leadership and culture of responsibility

Za največjo učinkovitost organizacije je pomembno, da vsak posameznik, tim in oddelek prevzemajo odgovornost za opravljanje svojih nalog. Da pa lahko nekdo prevzame odgovornost, mora razumeti osnove delovanja in smisla organizacije ter kam njegovo delo oz. delovna naloga »paše« v celotnem delovnem procesu – kam v širšo sliko paše njegov košček sestavljanke.

Flashlight leadership je praktični model novodobnega vodenja organizacije, ki ga simbolizira enostaven predmet – ročna svetika. Pri tem vsak del predstavlja en kos področja delovanja organizacije. Kot osnovo model povzema poslanstvo in vrednote podjetja (baterija), strategijo (usmeritev svetilke), procese (ohišje), vodenje (žarnica) in strukturo zaposlenih oz. timov (leča). Če so vsi deli ročne svetilke kompatibilni in pravilno delujoči je rezultat delovanja (svetloba) le posledica pravilno sestavljene in delujoče celote. Močnejši kot so elementi svetilke in bolj kot so povezani, boljši je rezultat.

Based on practical experience, we developed the basics of the model with Iza Sia Login (Outfit7) and Tanja Skaza (Plastika Skaza) based on the work of their and many other modern and successful organizations both at home and abroad. We found that understanding the operation of all the above elements of the organization and work tasks within it is a prerequisite for employees to be willing to take responsibility for their areas.

The lecture is supported by case studies and is practically oriented. Through a series of moderation techniques, it encourages participants to think about how certain areas are developed, regulated, and connected in their organization.