Geraldine Woloch-Addamine is the Founder & CEO of Good4work, Team Engagement Software for remote teams. She is French and lived in Paris before moving to San Francisco in 2014 with her family. She provides thought leadership to help managers and leaders build their new virtual leadership style. She draws her inspiration and expertise from a variety of diverse stories she’s experienced while navigating 15 years in the corporate world in France and the US as a Manager, HR Business Partner, and Director in large, mid-sized, and small businesses of the industrial and high-tech sector. Geraldine holds a Masters in HR from Sciences-Po Paris and an HR certificate from UC Berkeley extension.
1- "Leadership is a muscle you practice"
It’s okay to learn how to be a strong virtual leader because, as Simon Senek says, “leadership is a muscle you practice,” and most of the time, people are not taught how to lead. And if leadership is a gym, you can learn how to be a good coach and motivate virtual teams by tapping into everyone’s strengths and potential.
We see that it’s quite hard to shift in a fully virtual environment because it requires a new skill-set for managers. But let’s not forget the purpose, as we are all working on building the best virtual workplace.
Now, let’s dig into the most complicated challenge at the core of the new virtual leadership skill set. How to get the most of the virtual workspace and hit collective goals while respecting individual freedom and work-life balance?
We usually love being on track with our plans, and the least we can say is that a global pandemic is a significant obstacle to moving them forward. We are stuck if we don’t adjust to the new environment, and it’s forcing us to get out of our comfort zone.
