Leading virtually RK

 Programme summary 

Covid-19 is changing the way companies, teams and leaders interact with each other. Teams work from home, or in a hybrid office / home arrangement. How do you ensure you attain the same sense of in office clarity, deliverables and timelines as well as meet employees needs to feel connected, led and engaged? What is covered: managing people’s needs when working remotely; what is different and remains the same as in office working; how to use communication channels and tools to continue building trust, connection, engagement, build relationships; how to maintain and strengthen accountability while tracking progress and asking for progress updates using STARN and Tight-Loose-Tight approach; discuss specific challenges faced when working with decentralized and global teams and how to make them successful; setting priorities (Eisenhower Matrix); Critical Success Factors for remote leaders. The class builds on the elements covered in Working Virtually.


Maximum number of participants is 10-12, suggestion is to take Working Virtually prior to this session.

 Learning outcomes 

Concerns and benefits of WFH; agreeing on the definition of remote teams, setting up regular and irregular connection points – all hands meetings and 1:1’s, reminder on setting objectives as leader, establishing competence and clarity, communication skills (active listening online or over the phone); strategies for virtual communication – creating virtual and real accountability / responsibility; what do remote workers want from their colleagues and teams; setting priorities; progress reviews and action plans through and the “tight, lose, tight” approach; and learn STARN, the updating mechanism to ensure everyone is on the same page and in full alignment.


  • Duration: 1 day (F2F) or 2 half-days (Remote)
  • Languages: EN, FR, ES, DE