Leadership 3.0

Leadership skills as a success factor in “changing times”

Being an outstanding leadership personality is not dependent on a particular gene, and it is not hereditary either. Much rather, it is an identifiable bundle of skills, proficiencies and attitudes we all have at our disposal. The only question is to which extent we are willing to accept the challenges that are posed by all facets of leadership.
Increasingly, apart from all strategic and business aspects, leadership is about relationship work and orientation, which is characterised by mutual trust and respect.

What is required for good leadership is

  • Integrity & credibility & clarity - congruency of words and deeds
  • Courage to question the status quo - facing challenges head on
  • Proaktivität anstelle von Reaktivität - Veränderungen aktiv gestalten
  • Proactivity instead of reactivity – actively shaping changes
  • Forward-looking approach – developing a mutual vision
  • Result-orientation & implementation strength – elaborating a realistic strategy
  • Dealing with ambiguity & complexity – being able to endure uncertainty and ambiguity
  • Entrepreneurial spirit & decision-making capacity – target orientation
  • Relationship management – from “I” to “WE”, team spirit
  • Empowerment – giving others scope for action (first “who” and then “what”)
  • Providing orientation – inspiring, encouraging and fostering
  • Appreciation – celebrate successes and acknowledge the achievements of others
  • Finding pleasure in innovation and the unknown – striking out in a new direction
  • ...

Jim Collin’s Level-5 Hierarchy

5 levels of individual leadership skills

In all my years of professional activity, one central theme has always presented itself, regardless of whether in a global corporate group or in my present self-employment

  • There is no, or hardly any, lack of employees who, in accordance with Jim Collin’s Level 3, have good leadership competences. With regards to organisation, resource planning, process design, etc. many companies are in a very good position.
  • • Another clearly recognisable trend is that, in numerous organisations, too much energy is expended on compliance, resource planning, process organisation and organisation that is called for within the context of globalisation and business standards and thereby the most important assets of the company, i.e. its employees and the interpersonal aspect, unavoidably fall by the wayside as a result of increasingly leaner structures.
  • In accordance with Jim Collin’s Level 4 and Level 5 leadership personality, what is required is staff with the competence and corresponding courage to point the way for employees and a team, also in stormy weather. In a nutshell, leaders who, quite literally, assume responsibility. For themselves, for the employees they lead and for the continuation, growth and, as such, success of the organisation they are working for.

My offer

  • Coaching (middle management and upper level of the organisation)
  • Leadership development on all levels of the organisation (top down)
  • Development of leadership principles, a leadership culture or/and a leadership model which suits the organizational context and needs
  • Workshop (in-house): from colleague to supervisor
  • New leader assimilation (in-house): with the assumption of new leadership responsibility, accompaniment of the leader and the team in the form of workshops and coaching
  • Conducting interviews with employees / management communication
  • Accompaniment with the introduction of performance management programmes
  • Accompaniment of succession planning / succession management and questions revolving around talent management
  • Conflict management
  • 360° feedback process
  • Employee retention and associate engagement