Management literature defines various competences that characterise effective managers. These include acting as a role model, strategic and visionary thinking, communication skills, social skills, assertiveness, goal- and results-orientation. <\/p>\n\n\n\n
In my daily work with executives and managers of medium-sized companies, I experience time and again that there is a gap between theory and practice. Why is that the case? <\/p>\n\n\n\n
Many of my clients have grown so strongly in recent decades that they have had to establish structures to secure this growth. This is why many managing directors and entrepreneurs have relied on people who are professionally experienced and have been with the company for a long time.<\/p>\n\n\n\n
Five things happened as a result:<\/p>\n\n\n\n
As part of our work, we advise medium-sized companies on how to set up their management culture for the future. The first step is to work with employees and managers to develop an understanding of leadership that reflects the times we live in and forms the basis for the company's long-term competitiveness.<\/p>\n\n\n\n
What does such an understanding of leadership entail?<\/p>\n\n\n\n
An effective understanding of leadership comprises three elements:<\/p>\n\n\n\n
Let me explain this in more detail using the example of a leadership principle:<\/p>\n\n\n\n
competencies<\/p>\n\n<\/div><\/div>\n\n
Behaviours<\/p>\n\n<\/div><\/div>\n<\/div>\n\n
Self-confidence<\/p>\n\n<\/div><\/div>\n\n
Delegation<\/p>\n\n<\/div><\/div>\n\n
Fault tolerance<\/p>\n\n<\/div><\/div>\n\n
To ensure that an understanding of leadership can be remembered in everyday life and anchored in leadership behaviour, it has proven useful to define no more than 9 leadership principles. We recommend 3 - 5 key competencies per leadership principle and 3 - 5 behaviours that can be observed in everyday life are assigned to each key competency.<\/p>\n\n\n\n
Your understanding of leadership is the basis for the selection of suitable managers and their development. As part of 360\u00b0 feedback processes in combination with development days, high-potential employees can be identified at an early stage and developed in a targeted manner as part of coaching and training programmes.<\/p>\n\n\n\n
The 360\u00b0 feedback is repeated annually in order to visualise and recognise progress and initiate the next development step.
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