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By Elmar Lesch (More) • Ralf Koschinski (More) • Last updated on October 04.11.2023, XNUMX • First published on 25.09.2019/XNUMX/XNUMX • So far 4147 readers, 1029 social media shares Likes & Reviews (5 / 5) • Read & write comments
change required change – and often resembles a balancing act. Because about the success of new ideas decides a quick Implementation. And this is only possible with motivated managers and employees.
The specter of the recession haunts ominously on the horizon and in the minds of those responsible. Economic stimulus programs are tinkered with in order to prevent a downward movement and the economic Set to be reached undamaged as possible.
But ideas for reorientation are doomed to fail if they are not implemented out of conviction. entrepreneur, Executives and project managers are required to realign their leadership behavior and with their thinking, innovative ideas and their actions Future to shape positively.
It's a portion Courage to dare the paradigm shift in order to slip from the client into the role of the contractor as a manager. But swapping the usual roles is an innovative possibility Employees to motivate.
As a service provider to its employees, the executive thus puts on the hat of a coach. He is no longer direct and by instruction, but is the employee adviser, supportive and coaching aside.
The "serving" attitude of the executive towards the employees releases unfamiliar energies and reaction forces that are not activated in the "normal" relationship to each other, but are made possible only by the exchanged positions.
This leadership approach requires a fundamental rethink and cannot be done overnight. But with an honest will and some training you can grow into the new role. It's worth trying.
A detailed Communication with the employees forms the basis for the work of the management coach. Special Significance comes to feedback discussions. Here, too, a reversal takes place.
It is not just the manager who gives the employee Feedback, but also the employees of the manager. The feedback in both directions has a productive influence on the work of everyone involved. How the coach's work can be improved is discussed, as is the professional and personal development of each individual employee.
If you want to lead in a value-oriented manner, you should understand the core values of the People, with which company goals are to be achieved together. These are very different.
Digital Natives are driven by different values than baby boomers, curious ones Young Professionals of different beliefs than sated late fifties. And: Not all members of a generation tick in the same way or even in a similar way. There is potential in diversity that needs to be awakened and used.
A value meeting helps to track the core values of the entire team. Each employee formulates his five most important values and the three biggest unworthiness, which he rejects vehemently. The manager is also involved in this process.
In a joint evaluation and discussion, the most important can be derived from the multitude of values by prioritizing, selecting and excluding. This will cause employees and leaders to adopt old values and add new ones by consensus. Finally, key values crystallize out of this list of values: the canon of values behind which everyone can stand and which drives everyone.
To succeed, the canon of values must be linked to the reality of the company. The value "courage" is translated into the requirement "error culture". Courage in the context of a company means "constructively dealing with mistakes" and as a management principle, for example, a decentralization of responsibility and the dismantling of hierarchies.
Value-based management is an ongoing process in which value meetings are regularly repeated and the value debate must be continued on a continuous basis.
In order to achieve corporate goals, it is crucial for upcoming changes that Team to motivate and involve from the start. Informative transparency is of enormous importance to convince the employees.
Agile management coaches, who motivate their employees in an appreciative manner, and recognized employees who unite in their actions Sinn see, can move a lot together and successfully implement new ideas. According to the motto “implement instead of fail”, a change is just a new challenge for them.
If changes are made actively, they do not pose a threat. Rather, they present an opportunity for new thinking and doing.
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Elmar Lesch is a business coach, management and sales trainer. Graduate engineer, graduate industrial engineer (FH), is an internationally certified management consultant BDU / CMC as well as a successful management and sales trainer, business coach, project manager and lecturer for project management. Owner of the management consultancy for sales & marketing LESCH CONSULT and partner of the UMSATZMEISTER method institute for potential development. All texts by Elmar Lesch.
Ralf Koschinski is a business graduate, coach and medium-sized business consultant. He is a certified management & business coach and medium-sized company consultant. Owner of VERTRIEBSMEISTER®, institute for corporate development, and partner of the UMSATZMEISTER method institute for potential development. The technical business economist (IHK) and business graduate (FH) developed the ratiomotion® method. As a multi-certified trainer (including NLP practitioner, INSIGHTS MDI® DISG consultant), the holder of the quality certificate of the Q-Pool 100 business trainer supports companies with technical and design-oriented products in realizing their sales goals. He recently linked his know-how in sales and as a trained professional musician (trumpet, guitar, vocals) in his book “Musik ist im Vertrieb”. All texts by Ralf Koschinski.
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