Lead situation-related: 10 tips on management at eye level



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Not always Guide from top to bottom the best solution. In increasingly more organizational processes of the economy other forms of leadership replace the classical hierarchy. Thus lateral guidance, ie management at eye level, can succeed.

Lead situation-based: 10 tips to guide lateral management at eye level

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Change of direction: That's what the leadership of the future looks like

Overview

The strict hierarchy is becoming less important as a result of flatter organizations. At the same time, the network-like relationships of different specialist areas gain influence. The coexistence has become more complex and complex.

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Particularly in cross-departmental projects, lateral guidance is practiced more frequently, usually temporarily. Freelancers are also involved in corporate processes as well as important suppliers or experts in an advisory capacity.

10 Tips for management on the same level

Overview

  1. Side by side: A characteristic of situations with lateral guidance is that the "leader" is at the same hierarchical level as the leader, ie side by side. The lack of authority to issue is the essential feature of this form of leadership. Influencing the opinion, motivation and actions of the group members is based on conviction and ability. Also disciplinary steps are eliminated. The focus is on trust and understanding.
  2. Colleague and Chief in Personunion: As a (special) colleague, the project manager has to ensure that the desired result is achieved with each other. A challenging task with limited powers. All the more, the project manager must be aware of his responsibility and decision-making authority, as well as his competencies and their limitations.
  3. Personal authority: Since the boss has neither power nor official authority, the success of the leadership task depends decisively on personal authority. How to adapt his task of achieving a project goal to every single member of the group.
  4. Leadership wants to be learned: If highly qualified employees are entrusted with the management task for an adequate project, they first have to take their "professional blinkers". Only looking beyond the horizon makes it possible to recognize, accept and guide the concerns, motivations and needs of the project participants.
  5. Willingness to learn: Executives should also have a certain willingness to learn. If, for example, a reliable coordinator receives the project management, he / she has to go into the professional field so far that he / she is able to assess possible connections and thus make reliable decisions.
  6. Common goal: All participants must recognize and acknowledge the common goal. Only if everyone can be confident and fulfill their tasks in the sub-area so that they benefit the overall project, it can succeed. Then the detailed elaboration can remain in the hands of the specialists. The "leader" should not interfere, because that could act as a lack of confidence and cause boycotts.
  7. Communicate with each other: A good communication from the beginning is the A and O. Through early information about contents and the foreseeable duration, all participants can adjust to the course. The first joint meeting should therefore be intensively prepared: the manager should be familiar with his / her interlocutors, have all the necessary documents at hand, and have structured the procedure at least mentally. So armed, nothing stands in the way of a self-conscious appearance.
  8. Common thinking horizon: Priority is given to factual information. The reason and goal of the conversation are explained as well as the probable sequence. Subsequently, the initial position, the actual and the desired state are described and substantiated with facts.
  9. Common motivation: The benefit is to be formulated - for the interlocutors, themselves and that Company, This added value is an important driving force for the success of a project. In the planning of the further procedure the colleagues should be involved. Everyone is invited to contribute their thoughts. Best with concrete questions: What do we do until when? Who does what until when?
  10. Compare views: Not right away, one way will emerge. It is more likely that very different possibilities open up. The fate of the leader is to approach the goal by negotiating, weighing, cooperating and motivating. Like a coach, the leader has to put himself in the different perspectives of the participants and align these "realities" with each other. Where there are similarities, one can speak of a common view that is aligned with the common goal.


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  1. Thomas Eggert

    Situationally related - 2 / 3: 10 Tips for managing on an equal footing by Stefan Häseli via PROFESSIONAL IMAGES - Highly recommended vtMD4OV88G

  2. REGIS GMBH

    Situationally related - 2 / 3: 10 Tips for managing on an equal footing by Stefan Häseli via PROFESSIONAL IMAGES - Highly recommended kXpLhUeUQP

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