Is the way you’re leading your virtual team already outdated?
I’ve spent the last 20 years building virtual teams across 80 countries, and I’ve realized that most leaders are still playing by a rulebook written in 2005.
In this video, I’ll share four critical lessons I’ve learned—from managing data centers in Germany to winning global awards—and why “virtual” is no longer enough.
We’re moving into the era of Hybrid Power Teams, and if you don’t adapt, your team’s productivity will hit a ceiling you simply can’t break.
I didn’t start as a keynote speaker or leadership coach. My background is in mathematics—optimizing satellite energy with minimal power. When I moved into IT, I had to learn leadership by doing.
Since then, I’ve led teams of over 200 people, written a book translated into six languages, and coached more than 200 organizations, from FinTech to Aerospace.
The old way of virtual leadership was about overcoming distance and using tools like Zoom and Teams. After two decades, I’ve learned it’s not about distance at all—it’s about cohesion, human connection, collective intelligence, and team spirit.
Lesson 1: Empower and Orchestrate
My first big test was managing a data center migration from the UK to Germany. I was a math guy who barely knew what a mainframe was—the massive servers I was supposed to move.
I had experts in Southampton, a network specialist in London, and infrastructure pros on an island near Hamburg.
Here’s the lesson: as a leader, you don’t need to know everything.
Your job is to empower and orchestrate.
If you try to be the smartest person in the virtual room, you become the bottleneck. Trust the expertise you don’t own. That’s how you scale.
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Lesson 2: Clarity and Ownership
Next, I moved to Budapest to set up technology shared services for eight countries. I had the perfect plan. On paper, it was optimized.
In reality? Chaos.
Distance amplifies confusion. If your team isn’t 100% clear on who owns what—and what the interfaces look like—execution will stall.
Optimization in your head does not equal execution in reality. You need absolute clarity on goals and ownership, or the virtual gap will swallow your progress.
Lesson 3: Collaboration and Co-Creation
Later, as Head of IT for Eastern Europe, the Middle East, and Africa, I was managing a massive geography with over 200 staff and contractors.
I made mistakes. I nearly burned out.
Yet we won two global awards—not because I worked harder, but because we focused on cross-functional collaboration. We made IT delivery teams and business teams operate as one unit.
The lesson? Collaboration and co-creation are the glue.
Without that human glue, the complexity of a matrix organization will break you long before the workload does.
Lesson 4: The Step Change — From Virtual to Hybrid Power Teams
After COVID, virtual work became mandatory. But here’s the real insight:
Virtual is no longer enough.
We’ve entered the era of Hybrid Power Teams, where humans and AI work together as teammates.
In my workshops, we don’t treat AI as just another tool. We define AI role profiles, deploy AI agents, orchestrate them—and keep humans firmly in the loop.
This isn’t science fiction. A Chinese company, NetDragon, even appointed an AI as CEO—and its stock outperformed the market.
In a Hybrid Power Team, AI becomes the glue between silos. It removes the grunt work that causes burnout—the same burnout I experienced years ago.
So if you want to lead a team that truly performs today, remember four things:
Orchestrate—don’t micromanage
Provide absolute clarity on ownership
Build cross-functional alignment and human glue
Integrate AI as a trusted team member
Building a Hybrid Power Team is a journey—and you don’t have to do it alone.
If you want to learn how to turn your current team into a high-performance machine, check my Digital Master Class:
“Leading Hybrid Power Teams – where Humans and AI Deliver Top Performance!“
I’ll see you there.
DeepSeek is changing the game not just through advanced mathematical algorithms and specialized models but also with extremely low hardware requirements—training their AI model costs only 5% of what GPT-4 does, Ivanov noted. He added that Beijing now actively supports its tech companies after previous crackdowns on firms like Alibaba.
AI learns from us—our questions, reactions, and tone in the digital space. “We are all responsible for what this superintelligence becomes,” Ivanov said. He believes there will be a need for international regulation based on partnerships and shared ethical standards.
Ready to Lead in the Age of AI?
My first love was maths. At age 13, it was time to choose my secondary school. I was born in the mountain town of Gabrovo, right in the geographical center of Bulgaria. I was perfectly content chasing deer and rabbits through the forests, or playing chess and backgammon with my friends.
With AI, we may soon face an intelligence that’s not only beyond our comprehension—but also beyond our control.
