Corporate culture in transition: new skills for managers


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Why do many occur Company the more stubborn on the spot, the faster the world turns? What skills do leaders need to inspire and retain people and create a culture that is appropriate and appropriate to the times?

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Dr. Anke Nienkerke-Springer Best of HR – Berufebilder.de®

Dr. Anke Nienkerke-Springer is managing director and owner of Nienkerke-Springer Consulting.

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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.

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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 managers need today more than ever: Above all, the attitude of people to bear responsibility not only for themselves but also for employees. Managers need to start working on their own personalities. The attitude of a reflective leader can encourage people to get out of the rigidity, to define a suitable framework and to create space in which the employees can develop and use their potential appropriately.

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.

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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 immovable conviction that what you are doing is right, important and meaningful and that you are certain of your self-efficacy. This belief is not driven by market research, but by immanent values. In the corporate context, transformational leadership is currently an important topic. There, 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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  1. Helene Lackett

    Am 55 J, female, married, 2 adult children, 3 cats, longtime experience as a sectarian. In less than a year, I wrote 542 applications and conducted 27 application interviews. I have to apply for Hartz IV in one month. What do you advise me?

  2. Holger Prieske

    When faced with uncertainty, the present is the only thing that provides security. This is normal human behavior.

    What I completely lack in the article is the response to suggestions from the employees.

    Apparently the idea is, the leadership is creative and the employees follow like a flock of stupid lambs?

    Disruptive decisions such as “We'll close a department” rightly cause fear.

    • Simone Janson

      Thank you for your comment!

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