Focus
Photo: Achim Matschiner
"In a time full of expectations and challenges, it often takes a look in the mirror to see more clearly"
a time of expectations
navigating with the stars of today -
revival of values and principles
In a time when traditional roles and expectations are losing clarity, there is one feeling above all: uncertainty. What is expected of a leader today and what is expected of an employee? What of a woman and what of a man in a top position? You are still guided by traditional conventions of society. The remuneration certifies the success, the number of incoming e-mails the importance. And how do you measure your satisfaction?
The distinction between "good" and "bad" is increasingly left to the social mirror. Own values and principles move into the background. You know that they should be the basis your own behaviour, thinking and feeling. But in leading positions it is often seen as a possible danger to your career. However, it is exactly what the desire for authenticity and personality demands.
from information to empathy -
broadening the range of skills
Analytical thinking, stringent logic and structure are essential skills of a successful manager. You can precisely define processes and use resources in a value-creating manner. The tools are optimally sharpened.
If you have leadership as well as management responsibility, additional skills are required: empathy, authenticity, wisdom, and emotional strength. Your self-esteem is well developed and stable. Now you can offer your employees stability and orientation, increase their motivation and performance.
The importance of these character traits is increasing again. Knowledge and experience alone are no longer a guarantee of success. Reason enough for many "executives" to face the challenge of personal development.
a time of challenges
the chance in change -
from corporate culture to strategy and back to culture
How do you describe your company? How do you think you do? Are you as successful as you could be - realistically? As a management team, do you give employees a unified and unambiguous direction in which the company should develop? And does the mutual interaction in the management team serve as an example for the employees?
Most companies invest a lot in the analytical, rational development of a strategy. Where the most money is suspected, that's where we should go. And the alignment processes are designed just as rationally. Why doesn't everyone stick to it afterwards? Especially when things get tight?
In fact, individuals behave much more in accordance with their beliefs than based on rational considerations. Instead of your mind, ask your instinct: What do you actually, truly believe about how to successfully run your type of business? What do you have to do for it? Do you think your colleagues' instincts give the same answers? Crises are great - the instincts speak even more explicitly than in the pub over a beer with friends.
A positive dynamic only arises when the basic beliefs regarding the success of the company within the management team are largely congruent. And if the formulated strategy is based equally on these beliefs as well as rational considerations. Only then will you as the management team demonstrate your image of the company consistently.
practice makes perfect -
an immediate increase in performance would be nice
The goals and expectations are clearly communicated. As far as they concern the team, they are even accepted by everyone. Working together is fun and the motivation in the team is high.
With the right tools, the performance can now be increased immediately. In the case of skills that are used on a daily basis, such as project management and convincing presentations, or effective communication and leadership tools, potential for improvement can usually be identified easily.
It is already more difficult in the area of professional services, where the relevant skills have to be geared particularly towards the customers. Putting yourself in into their shoes, understanding their goals, feelings and thoughts - and then acting accordingly - are the keys to their trust and success in working together.
The effect of individual training measures that focus on any respective methodology is regularly overestimated. The key to effectiveness lies in the combination of skills, the reflection of individual attitudes, and anchoring in everyday life. Habits that have been established for years do not change due to an impulse, but only through a changed perspective and an - often tedious - repetition of the new behavior in order to actually overwrite the old scripts. And "arduous" is arduous ...
