1. Leadership instead of management
Leadership teams stay on the bridge and lead from the front. At the organizational bridge, ie at the interface of the organization to the outside world, they are responsible for importing the complex and "outside" context information.
They provide the company with new, strategy, vision, market insight and vision, while the old-school management technicians continue to sit in the engine room and try to optimize the familiar.
Management teams develop their role only if they consistently adopt management tasks and instead place the task of leadership at the center of their activities. Clear roles are the necessary condition to be effective, because an effective team development process can emerge only on the basis of awareness for the distinction between role and person and the clear view of when an authentic management style becomes unprofessional.
2. flexible planning instead of planning
We all know that grass does not grow faster when you pull it. Even so, the typical reaction of business leaders, after being caught "cold" by an unexpected event, is increased planning actionism (more plans, more detailed plans, long-term plans) to better control the previously insecure elements. Pure planned economy!
Plans are given a new function in the management team: they are not developed in order to implement them slavishly, but rather to be discussed, to take a position with them and to develop alternatives and scenarios. They serve to organize the debate and learning, instead of just stubbornly determining what must happen! It is good here, if you are not alone, but you can use the power of a real leadership team and do not waste time for pseudo-co-operation.
3. Use differences rather than pseudo-operation
Install more often Company Leadership teams at their head. Often, then, there is talk of these teams having to be a club of "peers", that is, without power and influence differences to be successful. The practice shows exactly the opposite:
Many teams at the top are characterized by pseudokooperation, ie the representation of cooperation rather than the actual joint work. Effective management teams are aware of their differences and use them. For this to happen, they face their five typical demons, which make the work of the leadership difficult: loneliness, distrust, harmony, loss of the laurel wreath, or preservation of the thorn and egoism.
More knowledge - Podcast, PDF download, eCourse or personal advice
Offline download: Download this text as PDF - Read usage rights, Because we do not automatically submit the title of this text for privacy reasons: When buying in "interests" the title register if support is needed. After buying text exclusively Download at this URL (please save).
Listen to Podcast & Download MP3: You can listen to this text for free, as member even without annoying popup, or download the MP3 for a fee - Read usage rights, After the purchase page refresh, then you will find the download link here. Because we do not automatically submit the title of this podcast for privacy reasons: When buying in "interests" the title register if support is needed.
Your eCourse on Demand: Choose your personal eCourse on this or another desired topic, As a PDF download. Up to 30 lessons with each 4 learning task + final lesson. Please enter the title under "interests". Alternatively, we are happy to put together your course for you or offer you a personal regular eMailCourse including supervision and certificate - all further information!
Consultant packages: You want to increase your reach or address applicants as an employer? For these and other topics we offer special Consultant packages (overview) - For example, a personal phone call (price is per hour).