From the author:
In Germany one counts almost 1.400 small and medium-sized ones Company to the so-called "hidden champions". They have conquered leading positions in the world market. Keeping and defending such positions is anything but easy. The changes observed in recent years have made it increasingly difficult for companies to maintain their competitiveness.
Collaboration across countries, cultures and time zones, competitive products coming from low-wage countries, ever-increasing customer demands, ever-faster decisions due to increasingly uncertain data, geopolitical changes, the struggle for the best skilled workers, increasingly older workforces, age- and gender-diverse teams, decay values in society, changing lifestyles, and so on, are just a few of the changes companies and especially leaders have to deal with.
Leadership becomes more challenging
One of the biggest challenges is digitization (Internet, social networks, etc.). The fourth industrial revolution - generally dubbed the "4.0 industry" - brings with it a paradigm shift in leadership that is second to none.
As a result, leadership has become more demanding by size and requires, as a matter of principle, a competency profile, which must be permanently expanded or adapted through lifelong learning.
Guiding needs healthy people
This is far from easy and costs a lot of strength every day. One aspect of lifelong learning concerns health - especially for leaders. We have thus landed right in the middle of the topic of occupational health management (BGM), which has been handled by German companies for many years with more or less great commitment. With the careful study of the published books, studies, articles of art and the like. you can observe the following:
- The group of managers is hardly addressed as a target group in the BGM.
- The term "health" is greatly reduced to the perspective "body".
- A holistic view, which includes the perspectives body, soul and spirit, is hardly applicable.
- The topic of "health" has long since arrived at the top management level, but does not by far result in concrete measures regarding corporate culture and personal responsibility of the leaders.
- Instead of acting, tendencies are more likely to be reacted when a management loses a long time due to depression or other diseases.
Health - a must on the agenda!
If leadership is to remain attractive in the future, if leadership is fun and should not cost the health of many, including marriage and the family, and managers want to continue to perform at their best with the people they have entrusted to them, a pro-active approach to the topic of health "No option but a must.
Both companies (organizational health) and people (personal health) need to change. What has to be changed and done is ideally the result of a dialogue process between the participants. To initiate this and to act in a role model responsible dealing with itself, is the causal task of the top management, because "the stairs are known swept from above".
Competition Executive Health Day
At the "Executive Health Day", the renowned personnel consultancy Steinbach und Partner with experts from medicine, psychology, consulting and the economy at 8. + 9. September 2015 in Filderstadt, these points will be in focus.
Therefore, we are giving away our participation in the Executive Health Day among all those who register for our newsletter up to the 28.07.2015.
Thank you, we have a winner. The winner was notified. All the others who have participated, thank you very much!
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