Leadership processes engl.

Führung beinhaltet beispielhaft folgende Elemente:

  • Alignment
  • Working transparently
  • Actively listeningn
  • Decision-making
  • Acting consistently
  • Personal attitude with respect to the organisation and the organisation’s results
  • Acting professionally
  • Inner clarity
  • Providing a sense of purpose
  • Being the driving force and acting thus
  • ...

How often do you take a close look at your management team? When you watch and allow yourself to make observations, do you feel as though you're looking in the mirror, because everything that you acknowledge is reflected back at you through feedback and conversations? Are you under the impression that the management team reflects your capabilities? That is how I perceived things, so every year, I withdrew from day-to-day operations. The objective: to scrutinise and question changes, improvement potential, how certain situations are dealt with and the feelings of those involved.

I consciously chose the expression “leadership process” because, in addition to management, employees also play various roles. To distinguish between leadership process and facilitation: A facilitator is neutral and proposes methods and approaches, does not lead on the basis of content, but rather, partly through his/her approach and structure. An employee that is responsible for shop floor management or problem solving will not facilitate, s/he will drive the process. This means that leadership processes will be firmly rooted in the day-to-day of employees and managers.

Leadership happens now and for the future. Employees have to evolve to be self-sufficient. Management therefore has to commit to this and apply their abilities so that a joint development is set in motion. This is because challenges, problems and ambiguities have multiplied; everyone within an organisation is exposed to a constant state of flux and transformation. For processes to be efficient, empowered people are needed who are allowed to and should contribute ideas and act within an established framework, across all hierarchies.

Through my many years of experience, I know that no single leadership process is the same, and constantly has to be adjusted to new situations and circumstances. This always gives rise to questions, uncertainties, strategic ambiguity, inconsistent behaviour, and much more. Let us exchange some ideas and see where and how you can generate added value in leadership.