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:
- 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.
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
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.
Conducting performance discussions
In traditional HR paradigms, performance appraisals are scheduled with interviews and evaluations – often positioned as an “annual appraisal”. An assessing “superior” with a “subordinate” to be assessed – in practice often uptight, alienating and counterproductive: cramp and struggle. And then tomorrow the performance is right – really?
Evaluating a period of cooperation in order to draw conclusions for improvement increases performance and is characteristic of learning organisations: evaluating success factors and failures. Communicating facts and aspects of relationships adequately and in a way that constructs results is an art in itself. Talking at eye level about the future and mutual goals – company and employees: We call such contemporary talks: perspective talks. Take time at least once a year for clarification – a must for sustainable, productive relationships.
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.
How do you shape your leadership effectively in times of home office and (inter)national relocation?
The quality of contact and the effectiveness of your communication determine the results your employees achieve. Number-based monitoring is good for measuring results, but does not capture the quality of behaviour that they cannot directly observe.
This makes a trusting relationship and appropriate communication – directly or through the given media – the key to effective leadership. How can you achieve leadership-effectiveness?
(We offer Module 1 as a half-day webinar for individual participation. More here soon).
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
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?
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!
SAG GmbH, Eastern Bavaria Branch Office
Siemens AG, Corporate Technology
Dr. Martin Perner, Formerly Qimonda
Dr.-Ing. Kirill Koulechov, Technical University of Munich
Vera Llewellyn-Davies, ICF Munich
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:
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!
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.