case stories
In our approach we always take our 4-D model as a starting point. Every day, within our assignment, we are dipping, designing, defining and doing. Often in this order, but certainly not always. This means that we (Dock-in together with the client) continuously adjust, calibrate and connect. That's what makes it so much fun! You make a plan, have an idea and then you look at what is there, what is needed to create unity, to stimulate energy from below, demand-driven, to achieve the goals.
Our case stories show what this can look like in practice.
Online connected
A tax and accountancy firm, with an office network spread throughout the country, wanted to incorporate hybrid working into its daily business already for some time. And then, out of nowhere, there was Covid 19! It resulted in a huge acceleration. The question: 'how do I manage remotely?' suddenly became urgent. And with that questions like: ‘How do I create connections between team members? How do I recognize possible signs of stress? How do I inquire about health issues without overstepping boundaries? How do I motivate a remote team? How do I train new people and make sure they become part of the existing team?’ Many questions! Questions that we can summarize as: How to be an effective remote leader? Dock-in was asked to guide and facilitate this team of 80 managers and to develop a supported online way-of-working.
The request for support came from the HR team that is actively involved in Management Development. HR was already focusing on the challenges that management faces. Therefore they already had a clear vision of what is needed to support them. On the one hand, this helps us to quickly build our view and shape the outline of a plan. On the other hand, we know, from experiences in previous assignments, that it really is necessary to start from a neutral point of view. Better safe than sorry. We therefore had to slow down the organization's desire to start the process immediately. In order to really understand the context and to meet the needs of managers, we interviewed eight managers. Varying in age, duration of their employment and span of control. The conversations gave us various insights that broadly corresponded with the picture that HR has painted us. It is of course nice that these images matched... It provides a solid and comfortable start.
Dipping
defining
The context in which they manage remotely becomes clear, the dilemmas they face, but also how it is technically organized. Does your computer audio work, are you visible, do you sit in a private space or you at your kitchen table? Since the view of HR closely matches our impressions, we can quickly give meaning to the experiences from the conversations. This ‘calibration’ of impressions, as we like to call it, is essential for everything we initiate, design and execute next.
From the previous ‘defining phase' it quickly becomes clear that working online places a heavy burden on the vitality of both managers and employees. Based on this insight we decide to build a solid foundation in the field of energy management and vitality. How do I spread my energy during the day and how do I stay sharp and focused? Given the client’s question and the current situation, it is a logical choice to use online webinars. We develop highly interactive three-hour online sessions for 14 to 20 managers per session. We use demo explanations, setting the scene, break-out rooms with mixed groups, individual walking questions, duo assignments and short masterclasses on vitality and stress signals.
designing
doing
After the first session we plan an evaluation with HR and a selection of participants. Their feedback is useful and we can incorporate it in the next session. The end of each meeting results in a jointly designed practical action plan, that managers immediately can start working on. We also schedule one-hour follow-up sessions with each group in which the managers can share their first experiences. What works well for me, what is challenging, what am proud of?
In addition to the clear do's and don'ts for remote leadership, a desire has surfaced to speak to each other more often and exchange experiences. It became apparent that there is value in interacting with each other and the realization that so much knowledge is already present in the group, surprised them in a positive way.