Thank you to everyone who participated in our “Leading and Managing Remotely – How to avoid negative habits that hurt your team” webinar. It was wonderful to have a global audience join us live.
We are grateful to have received tremendously positive feedback on both sessions and a lot of brilliant questions to cover in our upcoming webinars (yes, there will be more!).
But for now, you can find the recording, the executive summary, and the FAQs from the live webinars below. If you have any questions that you would like us to respond to, email them firstname.lastname@example.org.
Enjoy the replay, share it with your network, and keep an eye out for future events!
Ps. A lot of amazing stories and anecdotes from our speakers that you do NOT want to miss!
Dr. Richard Osibanjo
Yamini Adya Goyal
Moderated by: Brandon James Mergard
*For more detailed summaries of our speakers, click here
In a crisis, it can be hard for leaders such as yourself to take a moment to step back and recognize when you’ve taken your eyes off the ball and unintentionally hurt yourself and your team.
The past two years have seen leaders and managers worldwide adopt a new way of leading...remotely.
With the many benefits that come with remote leadership, there are also a number of negative habits that leaders often fall prey to.
In our webinar “Leading and managing remotely” we addressed 5 main questions with a panel of seasoned coaches and global leaders. Our aim was to identify negative behaviors that we noticed and gain actionable tips onhow to break those habits.
1. How did the past 2 years and remote work transform the way you manage your teams / conduct your coaching sessions with leaders?
There were two things happening early in the pandemic. Most leaders and managers felt like they'd lost control and lost connection.
Leadership is tough, but it becomes even tougher when you cannot interact and communicate in person. Now, you have to schedule leadership. This is a significant change that takes a lot of time and effort to get used to.
Remote leadership in the last two years forced us to innovate and re-iterate multiple times throughout the last few years to figure out the best way to operate.
In terms of productivity, we suddenly realized that we can be far more productive in scheduling 10 to 15 Zoom calls in a day, as opposed to having two or three in-person meetings over coffee.
There is also a shift in priorities due to remote leadership. Typically leaders are focused on figuring out where the company is heading. What becomes more challenging and hence, the top priority of most leaders is how to improve engagement and build relationships virtually.
We realize that leaders who were able to quickly transition are the ones who are able to focus on purpose. Addressing questions such as “Why do we do what we do as an organization?” Most importantly, they are able to connect the dots with their employees, encouraging them to find their purpose as well.
According to a Harvard Business Review (HBR) article, 9 out of 10 people said they will take a 25% pay cut if they found a job that offers them purpose. Employees are now prioritizing purpose over benefits.
Leaders need to have the ability to take stock and move into action and figure out what are they going to do differently.
2. Based on research, here are our top 5 of the most common mistakes made by remote leaders.
Keeping your team in the dark during uncertain times and lacking empathy
Trying to identically take in-person work style into remote work
Thinking that remote work reduces performance and applying pressure
Not respecting your team’s boundaries
Forgetting to manage yourself
Have you witnessed any of these habits since moving to remote work and meetings? What kind of impact does it have on your team?
Some leaders get presumptuous and assume that everyone is doing okay. In reality, that might not be the case. Leaders and managers need to allocate the time to do one-on-one conversations and actually check in with their team members to ensure their well-being.
Due to trust issues and loss of control, some leaders micromanage because they are used to trusting people they interact with physically, not virtually and it is difficult to break that habit.
Leaders tend to go into protection mode and keep information to themselves because they don’t want to distract the employees from their tasks. Doing this creates an imbalance and a trust gap.
Employees are faced with high pressure and high demands as their leaders have a lot on their plates. This makes employees get overwhelmed and burnt out easily.
3. Why does trying to eliminate your inappropriate behaviors matter?
We can't control our feelings. What we must control is our behavior. So much of what we do on the micro-level as a coach is getting people to become very cognizant of their own behavior and its impact on others.
Humans are creatures of habit. In a virtual world, all of these negative behaviors can be multiplied and exacerbated. However, it is vital to not let remote leadership or management be an excuse for not having appropriate behavior.
4. What are some of the best feedforward advice as a coach that you have heard or you have seen one of your clients receive?
Sunil Deshmukh: “An employee once came up to me to discuss about his leader. His leader simultaneously attends two or three meetings at once. One on his laptop, one on his desktop, one on his iPad. We were all confused to whom he is directing and to whom he is talking to. He himself gets confused at the end of the meeting and he asked me as a coach, can you please tell my boss to stop doing this thing? And I was like, wow, this is the best feedforward example I have seen in my life.”
Brenda Bence: “Each and every one of us is different. As servant leaders, we need to treat other people the way they like to be treated. If you don't know what they need, just simply ask. So take the time to understand the people you work with, whether it's your employees, your partners, your customers, understand them, and then treat them the way they like to be treated.”
Emily Chipman: “If you think about what the real changes are, you have to go to the core. Don't pick the symptoms.”
Yamini Adya Goyal:“In the last two years we've had that time to step back and see the reality of things and not just get bogged down with everything that is urgent, but focus on the things that are important.”
5. What tips can you give to reinforce positive remote behaviors and reduce or eliminate the negative ones?
One of the best ways to break these negative behaviors is by creating an action plan, involving your stakeholders, and following the process of Stakeholder Centered Coaching®.
Who do you interact with and who are you dependent on? How do they see you now? How do you want them to see you? Build a plan, share it with them, and then measure how people see you six months later. Have you done what you said you were going to do? Over time, this will not only help improve your behavior but also will help build trust.
When you talk to employees, focus more on checking-in versus micromanaging. When you assign the task, don't focus on the agreed-upon process. Give them all the autonomy. They can do whatever, whenever, however they want to do, as long as the results are delivered.
People are talking about the great resignation wave. In reality, it’s driven by the great disconnection. We're humans. We need that sentient connection to other people. And the micro meetings we used to have in the hallways and the connections, we're not getting that anymore. So if you really want to drive performance, get the best out of your people, whether they're remote or locally, give them specific, good, positive feedback on what they're doing well, find out if they're doing well and talk about it regularly. Your efficiency, your effectiveness, and your productivity are going to skyrocket.
“Whatever you do not celebrate gets unrewarded. And whatever is unrewarded exits your life”. Providing recognition and reward are important, but we need to do it in a way that people want to be appreciated and valued.
Make your team a part of the solution. Let them come up with the solution rather than trying to put all the pressure on the leader, on yourself.
David is a data-driven coach and mentor, certified in several world-class leadership methodologies. With his own practice, Perceptual Reality, he has helped leaders and teams from around the globe improve their behaviors and organizational effectiveness. David also plays a leadership role at IAPC&M, contributing to its growth.
United States| Certified Coach (PCC) & Trainer
Kimberly is the Founder & CEO at Leadership State. Leveraging a decade of corporate banking experience and another 10 years of teaching communication and relational skills, she helps leaders to strengthen their leadership, influence and relationships to deliver greater results.
India| Leadership Coach & Strategic Consultant
Sunil is a leadership coach and C-Suite Executive with global experience. He has spent 30 years in various senior management roles with top multinational enterprises across Africa, Asia and the Middle East. Recently, Sunil has been active as an Independent Director on the Board of Listed Companies and Tech Startups. Since 2020, he has trained and mentored with success more than 150 professionals in India and other countries.
Malaysia| Serial Entrepreneur
Ray is a serial entrepreneur, who has founded/co-founded 10 multi-million dollar companies over the last 26 years all over Asia Pacific. Currently, he devotes himself to growing his F&B lifestyle chain of restaurants, serves as the Chief Growth Officer of an education and investment company, and is a public speaker on topics such as Leadership, Execution, Alignment and Delegation (LEAD), 10X Business Fast Track, Growth and Leading with Confidence, People Hacking Toolsets and Winning Pitches.
UAE & Malaysia| Tech Startup Evangelist
Vijay is currently the Managing Director at Techstars, a Venture Capital firm known for being a major global platform for innovation and investment. He leads several global networks that help people connect to create impactful change for their lives and their communities. Frequently appearing at signature conferences to talk about early stage investments and entrepreneurship, he also hosts a weekly webcast show on LAToken VCTV, Techstars The Line and YPO Deal Network, whilst volunteering weekly to help mentor leaders.
United States & SingaporeI Leadership Coach (MG 100)
This year, Brenda celebrates the 20th anniversary of her own leadership coaching practice, established with offices in Singapore and the US. Over this period of time, she has mentored hundreds of C-suite leaders across 70 industries and 6 continents. She is a MG 100 member and was recognized by Thinkers50 as one of the Top 50 Leading Global Coaches. Brenda also holds a MBA from Harvard Business School and spent the first part of her career building mega brands for Fortune 100 companies. She is an expert of working remotely, her business has thrived during the pandemic as she helped executives effectively lead and build strong team connections in a virtual work world.
United States| Master Certified Coach
Emily is a Master Certified Coach and experienced HR professional. She helps executives and leaders optimize their development and make work life more successful and less stressful, while delivering greater results to the business. With the benefits of her two decades of experience working both internally and externally in organizations, and the Stakeholder Centered Coaching® methodology, 100% of her coaching clients have measurably improved as leaders. Emily has also been helping certify Stakeholder Centered Coaching® learners in North America.
Dr. Richard Osibanjo
United States|Leadership & Organizational Development Leader, Intel
Dr. Richard Osibanjo is a leading expert, author, executive coach, program facilitator, and keynote speaker on transformational leadership and senior team performance. In his current role at Intel, where he serves as Organizational Development Leader for the Datacenter, AI, and Network, he is a trusted leadership advisor. His works center on helping senior leaders energize their organization with bold, transformational strategies that unlock human potential and new market growth.
United States| Diversity Advocate & Certified Coach (PCC)
Xiaomei Zhou is Vice President in the Network and Edge Group as well as Director of the Visual Cloud and Integration at Intel, where she leads a global software organization. As a passionate advocate for diversity and women's leadership development, Zhou is an iNEW (Intel Network of Executive Women) board member, ACL (Asian Leadership Council) member, and Shanghai WIN (Women at Intel Network) sponsor. In her capacity as an internal coach, she develops the next generation of leaders through Intel's Group Coaching program.
Yamini Adya Goyal
India| Human Resources Expert
Throughout her career at employee centric companies, Adya has built expert knowledge in driving transformation for engaging generational workforce and integrating cultural change to create unforgettable employee experiences. Currently the Head of Human Resources at Moët Hennessy India & Chandon Winery, she believes in growth through changing mindsets and creating disruptive innovation as her foundational principles. She also relentlessly places the cursor on corporate social responsibility, diversity, equity and inclusion.
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Marshall Goldsmith Stakeholder Centered Coaching®
Master Coach & Co-Founder
Chris has worked alongside Marshall Goldsmith and Frank Wagner for over two decades. In 2021 alone, he trained and certified more than 250 coaches in the methodology and had over 1,800 learners join his “How I Sell SCC to C-Level Clients” eLearning program. With his prior backgroup as an actor in Hollywood ("Dallas", "Knight Rider", etc.) and his important insights and applications for a behavioral approach to coaching, he is a sought after speaker on leadership enablement and coach for top leaders at Fortune 500 companies.
Advanced Coach & CEO
As Marshall Goldsmith Stakeholder Centered Coaching® leading evangelist, Brandon helps global leaders at Fortune 500 companies and SMEs. Prior to being the CEO, he also led during the past 5 years the 12x growth of the company as its youngest Senior Leader. With his highly enthusiastic style and ease behind the microphone, he will serve as the moderator in this live webinar series.
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