Virtual Management Skills

One of the many fundamental changes wrought by the pandemic has been a shift from leading and managing live teams to leading and managing teams which are virtual or hybrid in the way in which they function. This requires leaders and managers to be competent with new skills and to be able to apply existing skills in new ways.

How do we ensure that virtual and hybrid teams and individuals are engaged and working to their maximum potential?

This webinar, led by Ashridge Professor of Leadership and Management Practice Roger Delves, will help managers and leaders to understand how to manage virtual and hybrid teams to best effect.

You will receive a link to access the webinar after registration.

Mon, Nov 1, 18:00 - 19:00 GST

About the Professor

Professor Roger Delves

Roger Delves

Roger is Associate Dean of Faculty at Hult-Ashridge Executive Education. A Fellow of the RSA, and educated at St Catherine’s College, Oxford, Roger is qualified in MBTI, EI, Firo B and SDI. He has taught extensively internationally and in the UK, designing and leading many tailored, open and qualifications programmes. He co-authored a 2014 book for Pearson, The Top Fifty Management Dilemmas – Fast Solutions to Everyday Challenges, contributed to and co-edited a book for Bloomsbury, Inspiring Leadership (January 2017) and contributed a chapter to the 2016 book Management Development that Works. He co-facilitated a 2019 SIG for EFMD Exploring Innovations in Leadership Development and is developing a book with Thinkers 50, Thriving as a Leader.

Roger joined Ashridge in 2008. Past roles include Dean of Degree Programs, Head of the General Management Portfolio and Director of the MBA. He has sat on the Academic Board, the Curriculum Committee and the Teaching and Learning Committee of Hult & Ashridge.

During twelve years in international advertising, he was on the London board of international top ten agency DMB&B. He worked with brands from P&G, General Foods, Mars Masterfoods, Johnson Wax, Bosch, Sony and Sterling Health. Later he was for six years Principal Consultant at a management development consultancy, and later still he spent six years at Cranfield.