Lea­ding Others

Power? the ful­ly empowe­red lea­der is endo­wed with power: ren­un­cia­ti­on from power does not mean being power­less, but renoun­cing from punish­ment and reward and thus of gover­ning through fear or greed. Ins­tead, your aut­ho­ri­ty ari­ses: respec­ted first among equals.
Hier­ar­chy? For­mal­ly exa­g­ge­ra­ted hier­ar­chies give way to the impe­ra­ti­ve of agi­li­ty, effec­ti­ve­ness, prag­ma­tism: Turn the pyra­mid upsi­de down ope­ra­tio­nal­ly: sup­por­ti­ve, trus­ting con­nec­tions are nee­ded – at any speed!
Lea­ders­hip in chan­ge – So what does lea­ders­hip in chan­ge mean? Enab­le Per­for­mance: Clear values and prio­ri­ties, real­ly agre­eing goals in dia­lo­gue ins­tead of deman­ding merely obedience, empha­si­ze accents and thus pro­mo­te a wil­ling­ness to take respon­si­bi­li­ty – then “get­ting out of the way”, per­cei­ve what is hap­pe­ning, be pre­sent, wil­ling to sup­port or read­just. A con­sis­tent under­stan­ding of lea­ders­hip
lived from top to bot­tom and in all func­tions, needs a basis that we call a con­sen­sus of values: con­sen­su­al accents in the dai­ly “back­ground noi­se”.

“The lea­der is the man who acts first” (Lee Iac­coc­ca)…
and inspi­res others by his impul­se.

As a mana­ger or team lea­der, you lead employees. As a Pro­ject Mana­ger or Scrum Acti­vist, you will influence/lead/lead team mem­bers, seek com­mit­ment and sup­port from others. To ful­fill your role in this respect, you must first of all be pre­sent and com­mu­ni­ca­te.

Again and again, it is a ques­ti­on of win­ning others over for one’s own goals, to then pur­sue goals tog­e­ther. Dele­ga­ting might lea­ve the “mon­key on your shoul­der”, com­man­ding brings only mecha­ni­cal obedience – insuf­fi­ci­ent for peak per­for­mance bey­ond an emer­gen­cy.

Cla­ri­fy the path in an ade­qua­te way (matu­ri­ty-rela­ted). Also, it needs cou­ra­ge to explo­re even unknown ter­rain – not to repre­sent the omni­sci­ent but in fact igno­rant boss.

Aut­ho­ri­ta­ri­an use of power often leads to the oppo­si­te of what is desi­red. Per­so­nal aut­ho­ri­ty is based on cla­ri­ty, beeing ahead and trust: others fol­low you – demons­tra­ti­on of power unne­cessa­ry.

How do you want to prac­ti­se lea­ders­hip and have it prac­ti­sed in your com­pa­ny? Not­hing is to be taken for gran­ted when new mana­gers replace the “men of the first hour”. Let us advi­se you:

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Cen­tral topics

  • Tar­gets: Which are the right ones? Fin­ding goals, then defi­ning them smart­ly and being com­pa­ti­ble with the envi­ron­ment: avoiding con­flicts of goals by loo­king at the big pic­tu­re.
  • Inspi­ra­ti­on: Under­stan­ding, dis­co­vering and awa­ke­n­ing moti­va­ti­on – ins­tead of sticks or moti­pu­la­ti­ons that only fuel fears or sus­pi­ci­on. Agree on goals ins­tead of com­man­ding them.
  • Agi­li­ty: Imple­men­ting, stay­ing tun­ed, proac­tively and reac­tively dealing with chan­ges, kee­ping an eye on goals: Pre­sence!
  • Per­for­mance: Dele­ga­te cor­rect­ly, enab­le self-con­trol in a goal-ori­en­ted way, con­si­der matu­ri­ty-level, enab­le a sen­se of achie­ve­ment, streng­t­hen self-con­fi­dence.
  • Bin­ding: Trai­ning and deve­lo­p­ment: Avoid stress and mista­kes due to exces­si­ve deman­ds. Agree and prac­ti­ce coa­ching lea­ders­hip styles.
  • Sus­taina­bi­li­ty: Review, eva­lua­ti­on, lear­ning ins­tead of one-sided allo­ca­ti­on and eva­lua­ti­on: 3 fin­gers point back at me.
  • Streng­t­hen resi­li­en­ce: in fast-moving times, deal con­fi­dent­ly with wha­te­ver comes your way.

Per­for­mance by MbO

We focus on the topic of the con­tem­pora­ry lea­ders­hip of others. Our gui­ding princip­le: MbO, com­bi­ned with clas­sic manage­ment by excep­ti­on, offers the per­fect model for the requi­re­ments of rapid chan­ge. Situa­tio­nal lea­ders­hip enri­ched by the level of col­la­bo­ra­ti­ve lea­ders­hip enab­les deve­lo­p­ment – even in unknown ter­rain. You can find con­cre­te ans­wers here:

Deve­lo­ping and agre­eing on goals -
more than dele­ga­ting

Inspiring-Q

This pro­gram makes you fit for lea­ders­hip with goals and the space-giving lea­ders­hip style of being pre­sent but not over­ly con­duc­ting.

  • Goals can inspi­re if they are not con­fu­sed with tasks or acti­vi­ties.
  • MbO is not a dic­ta­to­ri­al sys­tem per se: the right lea­ders­hip style deter­mi­nes per­for­mance: agre­eing goals and remai­ning pre­sent.
  • Con­trol is not bet­ter than trust, but necessa­ry: we must learn from mista­kes and eva­lua­te pro­gress.
  • The clas­sic “Manage­ment by Excep­ti­on” com­ple­ments lea­ding with goals to an agi­le goal-ori­en­ted dyna­mic.

This pro­gram con­sists of 3 buil­ding modu­les, which accom­pa­ny the “care­er path mana­ger”, but also bene­fit your com­pa­ny indi­vi­du­al­ly if requi­red.

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Con­duc­ting per­for­mance dis­cus­sions

Coach-ee

In the tra­di­tio­nal para­digms of per­son­nel work, per­for­mance app­raisals with inter­views and eva­lua­tions are plan­ned – often posi­tio­ned as “annu­al mee­tings”. A jud­ging “supe­ri­or” with a “sub­or­di­na­te” to be jud­ged – in prac­ti­ce often inhi­bi­ted, alie­na­ting and coun­ter­pro­duc­ti­ve: cramp and strugg­le. And tomor­row the per­for­mance will be right – real­ly?

Eva­lua­ting a peri­od of coope­ra­ti­on to draw impro­ving con­clu­si­ons enhan­ces per­for­mance and is cha­rac­te­ris­tic of lear­ning orga­niz­a­ti­ons. Tal­king from time to time – a must for sus­tainab­le, pro­duc­ti­ve rela­ti­ons­hips. To com­mu­ni­ca­te facts and rela­ti­ons­hip aspects ade­qua­te­ly and con­struc­tively – an art of its own.

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How good are you as a team lea­der?

Your team mem­bers, your boss, col­leagues and pos­si­b­ly exter­nal cus­to­mers know this best. Get a 270 + 90 degree feed­back. We offer

  • the tool for qua­li­ta­ti­ve feed­back: 13 team lea­ders­hip skills based on TMS­DI’s lin­king skills model. They use the most wide­ly used team deve­lo­p­ment tools in the world.
  • The orga­niz­a­tio­nal frame­work that encou­ra­ges your feed­back pro­vi­ders (270 degrees) and gives you a clear eva­lua­ti­on. Sepa­ra­te feed­back from your super­vi­sor (90 degrees). We sup­port you in the imple­men­ta­ti­on of your feed­back.

Deve­lop yourself, deve­lop your team! We will be hap­py to send you fur­ther infor­ma­ti­on. In a first tele­pho­ne call we cla­ri­fy whe­ther this pro­cess can be use­ful for you. Plea­se sug­gest two dates for a pho­ne call.

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Dele­ga­te pro­per­ly
Deve­lop employees

Zweiarbeit-sml

Com­mit­ment and per­for­mance can be incre­a­sed through good lea­ders­hip. Among other things, the appro­pria­te dele­ga­ti­on is one of the suc­cess fac­tors. Yes, work has to be accom­plis­hed. But about 50% of my par­ti­ci­pants con­si­der: “Often I dele­ga­te (an assign­ment) that over­de­man­ds my cowor­ker.” But work is not a “Give away”! Only appro­pria­te dele­ga­ti­on crea­tes real reli­ef! Igno­ring matu­ri­ty can be expan­si­ve: fail­u­re, frus­tra­ti­on, alie­na­ti­on. Until an employee is rea­dy for a spe­cial assign­ment, he needs someo­ne to lead him con­struc­tively.

Ser­vice-ori­en­ted lea­ders­hip style (coa­ching) sol­ves this task. Employees find this style most con­struc­ti­ve and stay with their bos­ses lon­ger. Even if you don’t know it bet­ter yourself, the right ques­ti­ons will lead you to a co-crea­ti­ve solu­ti­on. The matu­ri­ty level model “situa­tio­nal lea­ders­hip” pro­vi­des the basis. Enri­ched by cur­rent con­di­ti­ons, it shows us how sup­por­ti­ve beha­viour brings bet­ter results and coope­ra­ti­on at eye level. DOWN­LOAD

 

Under­stan­ding and streng­t­he­ning moti­va­ti­on

Suche-Sinn70

Only 15% of employees are ful­ly com­mit­ted to their com­pa­ny – will the­re ever be more? Decisi­ve: Hiring the right peop­le and kee­ping them moti­va­ted. Without moti­va­ti­on, crea­ti­ve work beco­mes an ago­ni­zing suf­fe­ring every day. Who are the “right” employees? Moti­va­te employees – is that pos­si­ble? We mean may­be inspi­re, sti­mu­la­te, awa­ken moti­va­ti­on. How does this work – even with my own moti­va­ti­on?

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Lea­ders­hip-prac­ti­ce -
essen­ti­al­ly

3amPC

You alrea­dy know ever­ything about lea­ders­hip, so do your mana­gers – gre­at! But do you actual­ly app­ly the most important things? Tes­ted in prac­ti­ce: Well-trai­ned pro­fes­sors at a renow­ned Ger­man uni­ver­si­ty have two cri­ti­cal lea­ders­hip issu­es: selec­ting the right employees and deve­lo­ping them indi­vi­du­al­ly and as a team.

Like other exe­cu­ti­ves, they have no prio­ri­ty for “more trai­ning. In a 2x1 day “Pit Stop” they were offe­red an update for their suc­cess­ful lea­ders­hip prac­ti­ce: What the mana­ger real­ly has to do hims­elf! The result: “The­ma­ti­cal­ly hit the bul­l’s eye” – 5 out of 6 par­ti­ci­pants take advan­ta­ge of the optio­nal sub­se­quent imple­men­ta­ti­on coa­ching with the trainer/coach. Whe­re do your mana­gers or pro­fes­sors stand? PitS­top, you want? Let’s talk! Sug­gest two dates by email!

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Our cus­to­mers and cli­ents about us

Trans­for­ma­tio­nal lea­ding … I have never seen such important truths, as pre­sen­ted in this book so sim­ply. In 2 hours, at least ten years of life expe­ri­ence richer. They had a gre­at semi­nar. They mana­ged to give peop­le cri­ti­cal feed­back for two days, and still, ever­yo­ne felt com­for­ta­ble. Respect!

Kurt Kager­bau­er

SAG GmbH, Eas­tern Bava­ria Branch Office
The TMS pro­fi­le has hel­ped me to under­stand bet­ter my way of working. It show­ed me why I have cer­tain pre­fe­ren­ces and why tasks are dif­fi­cult for me. TMS is also a tool for me to under­stand the work pre­fe­ren­ces of col­leagues and to avoid poten­ti­al con­flicts. I am thus able to bring more under­stan­ding for the working style of others, as well as to bring my pre­fe­ren­ces to bear bet­ter.

Hil­de­gard Wig­gen­horn

Sie­mens AG, Cor­po­ra­te Tech­no­lo­gy
Even though I had to wait nine pro­fes­sio­nal years for this valu­able cour­se, it is now clea­rer to me what was lacking in the for­mer lea­ders­hip manage­ment. For the new job, howe­ver, I’m alrea­dy loo­king for­ward to being able to put what I’ve lear­ned to good use.

Dr. Mar­tin Per­ner, Form­er­ly Qimon­da
Des­pi­te initi­al skep­ti­cism, the semi­nar “Lea­ding Teams” alrea­dy con­vin­ced me on the first day. I recei­ved sug­ges­ti­ons for con­cre­te work situa­tions as well as for stra­te­gic approa­ches. I have alrea­dy recom­men­ded the semi­nar to others and will con­ti­nue to do so.

Dr.-Ing. Kirill Koulechov, Tech­ni­cal Uni­ver­si­ty of Munich
Coa­ching – Coach the Coach I have expe­ri­en­ced Eck­hard Schöl­zel’s coa­ching style as very empa­the­tic, intui­ti­ve, clear & crea­ti­ve. His way of coa­ching is very solu­ti­on-ori­en­ted; he always picked me up to whe­re I am right now. He had always led the coa­ching pro­cess very well, asked me ques­ti­ons that hit the nail on the head and brought me back very quick­ly and empa­the­ti­cal­ly during my “escape attempts.” His ques­ti­ons were part­ly very uncom­for­ta­ble for me, exact­ly that was good. … Coach, who made me think, work, and laugh with his inter­ven­ti­ons. A per­fect com­bi­na­ti­on for me.

Vera Lle­wel­lyn-Davies, ICF Munich

 

3 Kreise-shrink

Pro­files for team lea­ders­hip and team deve­lo­p­ment

Fur­ther deve­lo­p­ment of team­work requi­res good lea­ders­hip: goal ori­en­ta­ti­on and inspi­ra­ti­on, moti­va­ti­on and com­mu­ni­ca­ti­on – exter­nal sup­port in spe­cial pha­ses.

Our work forms: Con­sul­ting, coa­ching and work­shops are used sepa­r­ate­ly as a mana­ger and tog­e­ther in your team. You will always remain the lea­der of your team. We exter­nals are mir­rors, spar­ring, pul­se gene­ra­tors.

We use qua­li­fied, sci­en­ti­fic pro­fi­le instru­ments when nee­ded and when the oppor­tu­ni­ty ari­ses – pro­ven over many years:

 

TMS™- Pro­fi­le for Teams

TMS-Teaming

How to design opti­mal team­work for best out­put? The suc­cess fac­tors have crystal­li­zed not only in top-class sport or in “high-per­for­mance teams”, but also in the com­ple­te­ly nor­mal working world:

  • Per­for­mance with brain AND with heart glad­ly,
  • Indi­vi­dua­li­ty AND collec­ti­ve balan­ced,
  • Wan­ting brings more than “should“ing,
  • Pro­blems AND moving goals,
  • Reco­gni­ti­on of indi­vi­du­al per­for­mance AND appre­cia­ti­on of each team mem­ber

The TMS (Team Manage­ment Sys­tems) model was deve­lo­ped in 25 years of team suc­cess rese­arch – ori­gi­nal­ly at Hew­lett Packard. It is one of the worl­d’s best-known instru­ments (avail­ab­le in 12 lan­guages): deve­lo­p­ment teams, as well as a polar rese­arch team, have bene­fi­ted from it. The sci­en­ti­fic qua­li­ty cri­te­ria have been also exami­ned and con­fir­med in Ger­ma­ny.

Take advan­ta­ge of our expe­ri­ence from over 100 team deve­lo­p­ment pro­jects with employee and manage­ment teams: team starts, team mer­gers, trou­ble­shoo­ting, media­ti­on, pro­cess rede­sign and much more.

In the age of trans­cul­tu­ral coope­ra­ti­on, it also offers a plat­form for initi­al team com­mu­ni­ca­ti­on: “respec­ting diver­si­ty enri­ches peo­p­les rela­ti­ons­hips and enhan­ces team power.” (Dick McCann)

The team pro­fi­le con­sists of indi­vi­du­al pro­files.

Learn more about Team-Lea­ders­hip-offers and Team-deve­lo­p­ment pro­cess with our sup­port as coach and faci­li­ta­tor!

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VMI pro­fi­le for teams

SkillsMap-Demo

The Hal­l/­Ton­na-Values Manage­ment Inven­to­ry™ (VMI™) is the only instru­ment world­wi­de that con­sist­ent­ly maps the matu­ri­ty level of an orga­niz­a­ti­on with the deve­lo­p­ment level of its mem­bers. This takes place at the level of the values/priorities, i.e. the basic decisi­on-making instance.

This makes it pos­si­ble to reach a con­sen­sus on con­sis­ten­cy bet­ween words and deeds: Con­sis­ten­cy of the orga­niz­a­ti­on’s state­ments with the actions of the lea­ders. This con­so­li­da­tes credi­bi­li­ty and trust, the most valu­able asset in col­la­bo­ra­ti­ve orga­nisms. Deman­ding, glo­bal­ly ope­ra­ting orga­niz­a­ti­ons and com­mer­cial enter­pri­ses have tes­ted the instru­ment and use its power.

More about the indi­vi­du­al pro­fi­le here. The group pro­fi­le reflects your team­’s own value prio­ri­ties as a team. The dif­fe­rent eva­lua­tions show your team:

  • levels of matu­ri­ty of lea­ders­hip and coope­ra­ti­on as well as deve­lo­p­ment pro­spects
  • Con­flict poten­ti­al from dif­fe­rent working styles
  • Cau­ses of misun­derstan­dings
  • Your indi­vi­du­al and collec­ti­ve value sys­tems and their impli­ca­ti­ons

For the work on orga­niz­a­tio­nal level we use a docu­ment ana­ly­sis to com­ple­te the pic­tu­re.

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