From the author:
Corporate culture in transition: faster = slower?
A new year, well-known worries in many Company: How do I position myself and my company so that it will or will remain sustainable? It is a universal question that has not been washed into the heads with digitalisation.
Digitization, however, has changed another factor: everything that we used to be able to think about in peace and leisure must be much faster today. Also answering the above question. Instead of taking the turbo and dealing with the urgent questions, if necessary to change, but companies are increasingly on the spot or persist in complacency.
Fear of the change process
Paradoxically, the faster the world turns, the more uncertain it becomes, the more people and companies freeze. Wherever the word "change" is put into the mouth, resistance stirs, change projects are tackled slowly, if at all. But if you take a closer look at this relationship, it soon becomes clear why.
The acronym VUCA itself already gives clear indications: volatile, uncertain, complex, ambiguous (ambiguous) - this is the world in which we must assert ourselves. And something else resonates in this word: uncertainty, loss of control, unpredictability. Especially in times of change, it describes difficult framework conditions in corporate management.
As a result, people prefer to stay or remain in complacency instead of going in a different direction, and in the worst case face unpredictable consequences. So the question is how to free people from this rigidity, how to reduce the fear of great insecurity and instead cultivate enthusiasm and motivation for change - because it will never stop. "Nothing is as constant as change," Heraklit said before 1.500 years ago.
Leaders of tomorrow: attitude and behavior
The answer to these uncertainties describes the ability executives today more than ever need: and above all, the attitude of people to take responsibility not only for themselves, but also for employees. Leaders need to start working on their own personality. The attitude of a reflective leader can encourage people to come out of their stupor, set up an appropriate framework, and create space where people can unfold and use their potential.
But beware: not every leader is a leader with the right attitude. Getting there requires work, but it's always worthwhile. Decisive here is a personal branding, which begins with the focus on the own personality core and lets people mature into leadership personalities.
Leadership: Focus counts!
Who omits this focus, quickly runs the risk of turning his flag after the wind. In order to (re) excite employees, to give the company new momentum or to pursue one's own path purposefully, one's own enthusiasm and ambition are needed. Because a clearly recognizable attitude, which has corners and edges, is indispensable especially in times of change.
For example: Apple co-founder Steve Jobs was a man who has not only split one nation. What was clear to everyone at a glance at him, however, was that he was fully behind what he did. No ifs and buts. It was one of those charismatic personalities who are burning for their visions and ideas, and for that very reason they have a high degree of credibility. What others thought, talked, wrote, he did not care. He said what he had to say. A person full of ambition and passion, who stood up for what he thought was right.
Management with attitude: values, empathy, communication
Behind such a clear attitude there is always an undeniable conviction that what you do is right, important and meaningful and you are certain of your self-efficacy. This belief is not driven by market research, but by inherent values. In the corporate context, transformational leadership is currently an important topic. Here, too, it is about conveying values and meaning, and ultimately about corporate culture.
People no longer just want to know WHAT they should do, but WHY they should do it. Leaders demand attitude: how do I position myself? What attitude do I have to certain topics? How do I behave in certain situations? Am I backing my team or am I withdrawing from the situation? These are questions that need to be answered clearly.
Values in leadership give clarity and orientation
Only in a company in which values, clarity and orientation are given and whose values are compatible with company values can potential development take place. The (nutrient) soil is meaningfulness, comprehensibility and creativeness. For this, first a canon of values must be formulated.
The next step is about empathy, about attitude and behavior towards yourself and other people. Finally, the company strengths of the own organization should be researched and a balance between adaptability and potential development should be achieved.
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