The Future of Team Leadership Is Multimodal

Posted by Genesis

The following extract is from this MIT Sloan Management Review article on the future of work, written by Robert Hooijberg of IMD Business School and Genesis cofounder, Michael Watkins.

COVID-19 is accelerating a shift to hybrid work models, which requires a fundamental change in the skills team leaders need to succeed.

The pandemic has accelerated a pre-COVID-19 shift in how individuals and teams do intellectual work. Companies have learned that routine tasks involving transactions and coordination can be done purely virtually, while work requiring true team collaboration (collective learning, innovation, building a shared culture) is still best done face to face. We envision that the post-pandemic future of teamwork will be a purposeful hybrid combination of virtual coordination and in-person collaboration.

 

Effective leadership in this new hybrid world requires different skills that go beyond traditional team leadership. Specifically, organizations will need leaders who can operate well across two distinct modes. For much of the time, they will operate in virtual coordination mode. This means establishing goals, monitoring progress, driving information sharing, and sustaining connections among colleagues working remotely. When their teams periodically come together to engage in true collaboration, leaders will need to operate in face-to-face collaboration mode, fostering deep learning, innovation, acculturation, and dedication.

 

The nature and mix of team tasks will dictate the modes in which those teams operate. Tasks that involve working interdependently but without much integration — reporting, performing administrative tasks, making simple decisions, sharing information, drafting documents, and performing financial analyses — will mostly be done virtually. Likewise, our research and experience have shown that most one-on-one interactions between leaders and their reports, including some coaching, can be accomplished effectively through virtual means

 

However, essential tasks that require team members to integrate their knowledge, create safe spaces for dialogue on difficult issues, and form emotional connections cannot be done productively while working virtually. For example, team efforts to achieve breakthrough innovation, solve complex problems, build culture, and manage conflicts are still performed much more effectively in person, given the current limitations of technology. (See “The Future of Work Survey” for more about the research.)

 

These complex tasks are challenging to perform virtually because they involve four dimensions of impact that are better served through in-person interactions:

  • Collaboration, which is not just about content collaboration and coordination but also building a shared understanding, relationships, and trust.
  • Innovation, which requires brainstorming, knowledge integration, and shared learning, for which trust and time together in a nonstressful environment are essential.
  • Acculturation, which requires extended periods of face-to-face connection to develop mutual understanding, reinforce norms, and build a shared identity.
  • Dedication, which comes from having a shared sense of purpose, feeling like part of a community, and having opportunities to grow professionally.

The implications for the future of leadership are profound. The multimodal workplace is changing the types of skills required to lead teams virtually and in person successfully. In particular, there are four roles that leaders will need to play as they adapt to managing a hybrid workforce. Their relative importance will depend on the extent of team coordination and integration.

 

Follow this link to read the full MIT Sloan Management Review article. 

 

Genesis has deep experience in the design and implementation of multimodal leadership and team development experiences. Please visit our Leadership Development page for more information.