The principles of success of leadership: It depends on the right values



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For the management system, 6 principles guide us to a new value system, the Guide should be distinguished. What do you look like?

The principles of success of the leadership: it depends on the right values ​​elephant

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Here writes for you: Dr. Heinz Peter Wallner is Change Consultant, Management Developer and Coach. Profile

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Here writes for you: Univ. Dipl.-Ing. Kurt Völkl is Director General of an Austrian social insurance company. Profile

Why values ​​are important

Overview

Values ​​are very important for executives in this country. In surveys, 90 percent of executives value values ​​very high or rather high, and good 40 percent see in values ​​a way of creating identity and meaning for them Company.

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The values ​​influence the decisions, they regulate the interaction with each other, also with the customers and they are a kind of virtual role model for the behavior, especially for executives.

Values ​​demand polarity

Overview

Values ​​are a hot topic and many companies have developed a "code of conduct" and published it on websites. This code of conduct is usually a collection of desired behaviors.

It is well known that there are normative management values ​​that regulate everything that should happen and apply. In the normal case, the values ​​control the behavior, but exceptions determine the rule. Values ​​therefore need serenity in dealing, they demand a polarity.

Rules and exceptions

Overview

On the one hand, rigor is required in the observance of the values, violations have to be punished, otherwise values ​​do not bring anything. On the other hand, there are clear outbacks, the exceptions under which values ​​may or must be violated. Values ​​can always only control the normal case.

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In exceptional situations, there is a Plan B. Of course, there are also quite different opinions. The dogmatic approach to values, which are invariably and always rigorous, is also widespread.

The problem with the value-wish list

Overview

The reasons for this are diverse. A pattern that can be observed again and again, we could call "Wertewunschlisten". In an organizational development project, people are invited to think about the values ​​of the future, for example in conferences with large groups.

The result then lists of values ​​with exactly those values ​​whose negative opposite poles are currently lived. So if there is little openness in the company, then "openness" will probably be on the list of values. This applies equally to "appreciation" or "innovation". These values ​​reflect the current deficit situation in the company and are therefore a pure value wish list.

Values ​​status quo

Overview

Another pattern in value projects can be called the "value status quo".

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In this game, the values ​​that characterize the company are written down. Here you will find values ​​such as "family-run", "quality" or "tradition".

Values ​​of management

Overview

And, in short, a third pattern that we can call "values ​​of management". In this game, the management dictates the values. These catalogs then reveal the strategic shortcomings of the company. Values ​​such as "customer-oriented", "flexible", "team-oriented" or "enthusiastic" are the typical representatives.

With these games we will not start a good business development. The value lists remain what they are, just words on lists for which nobody takes responsibility. In companies, positive change processes are hardly initiated via value catalogs.

Managers are responsible

Overview

Leaders have a responsibility to make the small successes of change visible to all. It is also about rhythms in repetition because they make everything easier.

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The energy pattern is the steady flow. We need constant energy input to keep the change going. Exercise daily demands their energy.

Values ​​bring polarity

Overview

As soon as we work with values ​​and use them in companies, we have to be aware of the polarity. Each value has a sisters value, which is especially true when we act at the level of the virtues.

If consequence (in the sense of effect) is made into an important value in the company, then the positive equivalent of flexibility is put on the siding. Consequence and flexibility, however, form a polar value pair. Consequence without flexibility is not "valuable" and vice versa. More consistency may be required for a certain period of time, but in the long term these values ​​can only be understood as a pair of poles.

Value pairs with a polar, contradictory effect

Overview

  • Change and continuity
  • Innovation and quality
  • Consistency and flexibility
  • Competitiveness and social responsibility
  • Environmental orientation and profit orientation
  • Shareholder orientation and stakeholder orientation
  • Harmony and conflict
  • Order and freedom
  • Hierarchy and self-organization
  • Management system and self-responsibility
  • Individual development and team orientation
  • Competition and cooperation

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  1. Achim

    Hallo,
    I've just stumbled upon your article series which is relatively short, concise and simply to my surprise expresses my style of leadership.

    They bring everything here very well to the point.

    Thanks for that.

    • Simone Janson

      Thank you for the praise, we are looking forward!

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  3. career fair

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  4. Sebastian Hollmann

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  6. Competencepartner

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