Leading and Learning in an Agile World 

Leading and Learning in an Agile World 

Newland Partners teamed up with University of Lincoln to deliver a programme designed for their senior leaders to better support dispersed teams and harness a hybrid work environment that upholds an inclusive, collaborative culture. 

The Brief 

Nestled in the heart of Lincoln City, University of Lincoln ranks as one of the top 20 universities in the UK and lists in the worlds top 130 for higher education study. They have built a reputation for understanding and responding to the needs of business, forging strong industry links to address specific skills gaps and real-world commercial challenges. 
With a realisation old ways of managing and communicating with dispersed teams were ineffective, the University's leaders were seeking insight into how managers can successfully lead teams in hybrid environments ensuring individuals feel supported, included, and productive. 

The Solution 

NP spoke with UoL leaders to understand the challenges they were experiencing with adapting to agile working.  Following this, a bespoke programme was developed.  Individual diagnostics supported participants in identifying intrinsic leadership styles.  The diagnostics helped participants reflect on current approaches to managing their teams and how this differed from their more natural style.  This unique insight aids individuals to adapt and flex their style to their environment.  Leaders were brought together in facilitated workshops to collaborate and focus on solutions to overcome the challenges faced with hybrid working that ensure individuals remain motivated, supported, and an inclusive culture was strengthened. 

The Impact 

The Assistant Director for Student Recruitment explained that, "We have a mix of both old and new members within our team. We now have a team that is more united and showing signs of high morale. There is a new buzz of creativity and there's an abundance of ideas flowing. We have a greater level of trust, and we are working more affectively as a team".  
"Whilst we continue to adjust and embrace hybrid working, keeping communication flowing is of paramount importance ensuring hybrid is a good mix of virtual and face to face working. Bringing the team together as much as possible for face to face interaction. Physical interaction is the only way of maintaining positive hybrid working to create opportunities for organic conversations to take place, to help people maintain the feeling of normal working relationships. When face to face arrangements are not possible, make more routine check ins and have more non related work conversations. These conversations can often shine a light on someone whose well being is suffering." 
"This programme forced me to stop and reflect on how I was considering the staff in my team"  
Emma Jubbs, Assistant Director (Student Recruitment), University of Lincoln 
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