Disruption to the leadership
If the time-to-market instead of years can only be months and customers expect new breakthrough products in the monthly rhythm, this has consequences not only for product development and sales channels, but also for corporate culture, and especially for the relationship between CEO and CEO Employee. As obvious as this necessary change is, the harder it is to live it successfully in practice. On the Internet, there is a lack of tips and tricks for executives who can guide their company as modern, digital and agile as possible.
But how does one manage to actually adapt a management model to digitization? The answer is that there is no universal solution, no 1 × 1 of digitized leadership - every business has to find its own way. And this way has no end, because the correct management model is a continuous questioning and adjusting heard. Because, as in so many branches of life, here too the journey is the goal. That's why desperation is not needed - there is a wide variety of tools to help you find the right leadership for you.
The essential element: the triad of people, organization and technology
However, it is often the case that companies, when thinking about a new management culture, primarily think about changing existing structures and processes. The needs of the employees and the appropriate technological support are forgotten. One-dimensional adaptations, however, promise only short-term success; sustainable transformation can only be achieved with a holistic approach.
In order to create the conditions for such a sustainable change of the leadership model, the following must first be made clear: Especially in times of change, the human being is the decisive one success, He shapes the change and decisively determines the (leadership) culture. Changes to the leadership model must therefore begin in humans. That's why employee needs and technology support, such as collaboration and feedback platforms, are as important as changing existing ones. Only the triad of these elements - organization, employees and technology - promises an equally successful and sustainable transformation.
Hierarchy-free spaces thanks to gamification
Before a new management model is introduced, the status quo should be subjected to a detailed analysis: What are the strengths and weaknesses of the current design? Where do you want to go? And how can the optimal process look like?
In this analysis, gamification methods can be very helpful. Because "playful" approaches create spaces free of hierarchy in which employees and executives meet at eye level. There is no "right" and no "wrong", the haptic games activate intuitive knowledge, strengthen the motivation of the participants and involve the entire team in the process. They ensure a uniform view of the status quo of all parties involved.
4 steps to better leadership
- Identify vulnerabilities: Everyday work usually leaves employees and managers no time to think about leadership. For change to take place, it often requires zooming out of everyday work. It requires a combination of hierarchy-free space and high activation of the participants in order to allow various perspectives and also to lead critical discussions without negative consequences.
- Develop common visions: In many companies the meeting problem prevails: 20 percent of participants talk 80 percent of the time. This often means not only a dumb majority of employees, but also projects, because crucial ideas are often not mentioned. Gamification methods, which function in a cross-sectional and tactile manner, can solve this problem. This creates a whole new way of generating ideas and developing common visions.
- Develop and demonstrate processes: What is the interaction between employee and manager? Where are the critical intersections in your daily work? Existing structures are often not questioned, but they are fundamental for the successful transformation of the leadership model. In order to clearly visualize and redesign processes, city or subway maps are suitable as templates. These plans serve as metaphors, which are understandable for everyone and offer an orientation in the abundance of information.
- Joined forces to the appropriate leadership model: Once the analysis is completed, it is recommended that the new management models are not immediately introduced into the entire company as a raw material. It is neither said to work equally well in any area, nor does the need for a new approach exist everywhere. On the contrary, the elementary is that the employees are involved and can help themselves. This ensures that the will and the motivation to change things start from the employees themselves and lead to a sustainable transformation in the company.
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