Leading the Future and Change Management: Opening and Reflecting



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Many managers are doers who tackle problems quickly - success gives them confidence. But when the situation suddenly changes, it can turn into great insecurity. How can you change that?

Leading the Future and Change Management: Opening and Reflecting Leadership of the Future and Change Management: Opening and Reflecting

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Here writes for you: Harald Smolak is a client director and HR director at Atreus. Profile

Change - when self-confidence tips over into uncertainty

Overview

Managers often tend to tackle problems quickly, solve them, and quickly target the next challenge. They love the challenges in projects, change and transformation processes and are happy to take on responsibility.

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Their experience and successes from the past shape their strong self-esteem and self-understanding to be permanently successful. At the same time, it is a great danger that, in the event of a sudden change in the situation, the self-consciousness will overturn in uncertainty.

If failure is a foreign word

Overview

Mr. Müller (name fictitious), CFO in a company, has very quickly managed his career up to senior management. With 35 years he was the second man of a telecommunication company. A benchmark for all executives with similar ambitions.

For him, "failure" was a foreign word. Competition is what counts, "the winner takes it all", even if an overtaking maneuver from the company garage is necessary.

Unemployed - and then?

Overview

Due to the outsourcing of his responsible department, he had to face an assessment as did other executives. However, the result he hoped did not lead to the next promotion as CEO, but to a separation with immediate release.

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Mr Müller, the whiz with the potential to become CEO, suddenly became one of those who, like others, had to look for a new job. How could that be? What happened? And who was responsible for that? Error or intrigue were comforting explanations, but they did not improve the situation. Activating one's own network and finding an even better position as quickly as possible did not lead to the usual successes of the past.

Help, Manager Blues!

Overview

The interest as an important contact person, as a decision maker decreased rapidly and the communication was reduced primarily to private. After a short break through vacation and golf, Mr. Müller changed from a narcissistically structured maker to an insecure and self-doubting person. He was in the "Manager Blues". The more he fought against it, the more he drove in the elevator of the age regiment down to the floor of his puberty as 16jähriger.

By external advice of a coach, this faction he had formerly labeled as an "esoteric", he tried again to regain the strength as a strong manager.

Opening and reflecting helps

Overview

He discovered in the joint work to open himself and to reflect his behaviors of the past. This resulted in a greater awareness of its effect on oneself and others. He discovered his failure as an opportunity to grasp and take his own pressure to be able to take everything better. The more he experienced this experience, the better the confidence of his own strengths.

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This transformation brought Mr. Müller back to CEO responsibility in a medium-sized business after six months Company.

Summary

Overview

Failure is a necessary regulation to learn and to improve. Not letting oneself be defeated by defeats, ignoring them or pushing others to others, but perceiving them as a chance as a chance.

It's not about accelerating quickly, while at the same time you press the brake with your foot, but to be able to let go and transform into a positive experience. "Do not push the river, it flows by itself."

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