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Virtual Leadership Training and Consulting
We enable you to lead your virtual teams effectively so that performance as well as relationships can be significantly improved.
We help leaders to fully exploit the potential of the virtual space and to become independent of face-to-face working when it comes to managing and leading virtually. We offer a series of training options including workshops, systematic follow-up sessions, coaching (individual and team coaching).
Becoming independent of face-to-face working does not mean that you should not meet face-to-face any longer. It means that you have a real choice and the confidence that you can achieve high performance in the virtual space.
Latest insights
How HR should be involved in developing strong virtual leadership - The people profession has a critical role to play in helping ensure leaders are proactive about their future collaboration, argues Ghislaine Caulat.
Client work
Have a look at our participants' feedback from Telekom regarding one of our recent global projects.
Working on cross-disciplinary projects can be challenging at the best of times. But when those projects also span various continents and time zones, have no predefined structure, and involve almost exclusively virtual teamwork, things can really get complicated. This was also the experience for collaborators on the Village Teams Project, before they called in the assistance of Black Gazelle. Four of the eleven team members kindly shared their experiences with us.
ZF is a global leader in driveline and chassis technology with 121 production companies in 26 countries, in four continents. ZF is one of the ten largest automotive suppliers worldwide. Over the last 10 years, ZF has grown from a predominantly German company, through being European, to the present day when it is truly Global. This change led to the recognition that new skills were needed to lead remote and global teams without the necessity to spend time traveling across the globe.
Like the brave pioneers who came before us, Virtual Leaders at Deutsche Telekom are forging a new frontier of 21st century communication. Employing a global workforce of nearly 230,000 professionals, virtual interfacing has become an essential tool of the German telecommunications conglomerate. With every remotely conducted encounter, leading edge practices and protocols are being redefined that impact the productivity and profit of the worldwide corporation.
Realizing early on the importance of cultivating an exceptional team of Virtual Leaders, Deutsche Telekom appointed Black Gazelle Consulting to educate and train a select group of top-level project managers to become more effective, high-performance innovators with the skills to galvanize their teams across the virtual landscape. After the three-day course was completed, participants gained practical experience based on direct feedback from their peers as well as from Ghislaine Caulat, the Virtual Leadership Program [...]
The International Federation of the Blue Cross (IFBC) is an independent, non-governmental health development organization dedicated to preventing and reducing the harmful use of alcohol and illicit drugs especially among children, youth and families. Furthermore, it advocates evidence-based alcohol policy formulation and implementation on national and international levels. Through the activities and projects of its Secretariat and 42 member organizations (MOs), IFBC aspires to ensure that all people have the opportunity to knowingly choose and live a life free of addiction to alcohol and drugs. In addition, IFBC activities seek to provide people harmed by alcohol and drugs with access to the benefits of high quality and holistic treatment. Internationally, the Blue Cross is organized as a federation of local and national organisations of differing sizes, strengths and capabilities.
Represented in almost 50 countries worldwide with nearly 143 million mobile customers and over half of its 60.1 billion Euro revenue generated outside of its home country, Deutsche Telekom is a global telecommunications powerhouse that is paving the way towards the future of Virtual Leadership.Together with Virtual Leadership Expert Ghislaine Caulat and her vanguard team at Black Gazelle Consulting, Deutsche Telekom invited an exclusive brain trust of Vice Presidents, Department Heads, and Division Managers to participate in a three-day intensive Virtual Leadership Program conducted remotely across the European continent. The objective was to help these already established leaders to become more focused, effective and impactful influencers when working virtually amongst their teams and throughout their industry.
Helaba, a commercial bank and organization which operates across multiple and increasingly interlinked locations, recognized the fact that effective Virtual Leadership is a significant success factor. With this in mind the following two fundamental questions are particularly significant: With which specific methods and techniques do managers need to be equipped to work effectively in the virtual world? Which specific communication skills do they need in order to build trust-based relationships with employees?Mindful of the objective to support the managers, not only on a technical but also on organizational and cultural level, Black Gazelle Consulting implemented the ‘Virtual Leadership’ training project at Helaba in 2015. Karsten Bich, Head of Human Resources, explains: “We would like to increase the managers’ awareness of what it means for employees when they feel isolated and to equip them with methods and techniques to foster successful virtual teamwork and [...]
T-Systems, a subsidiary of Deutsche Telekom, ‘shapes the networked future of business and society and creates value for customers, employees and investors thanks to innovative ICT solutions’.
In 2012 and 2013 T-Systems commissioned Black Gazelle Consulting to design and run several Virtual Leadership Programs as one stand-alone module and as a modular part of a broader Leadership Program.
Participants described a culture, prior to the Virtual Leadership Program, where there was the clear need to demonstrate a strong task focus, where time spent on reflecting was difficult to find and where relationship building was incidental rather than intentional.