Corporate culture in transition: new skills for managers

Why do many occur Companys the more stubborn on the spot, the faster the Welt turns? What skills need Executivesto inspire people, keep them and create a corporate culture that is appropriate and supports the times?

Corporate culture in transition: faster = slower?

A new year, familiar worries in many companies: How do I position myself and my company so that it becomes or remains future-proof? It's a universal question that wasn't just washed into people's heads with digitization.

However, digitization has changed another factor: Everything that we used to be able to think about in peace and quiet has to be done a lot faster today. Also answering the above question. Instead of putting in the turbo and dealing with the pressing Ask to deal with it, to change if necessary, but companies are increasingly treading water or remain complacent.

Fear of the change process

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It seems paradoxical: the faster the world turns, the more uncertain it becomes, the more people and companies freeze. Where the word "Change' is put in the mouth stirs Resistance, Change projects are tackled slowly, if at all. But if you take a closer look at this connection, you will be right fast clearwhy that is.

The acronym VUCA itself already gives clear indications: volatile, uncertain, complex, ambiguous (ambiguous) - this is the world in which we have to assert ourselves. And something else resonates in this word: insecurity, loss of control, Unpredictability. It describes difficult framework conditions in corporate management, especially in times of change.

As a result, people prefer to stand still or remain self-satisfied instead of running in a different direction and, in the worst case, being confronted with unforeseeable consequences. So the question is how to free people from this rigidity, how to Anxiety before the great uncertainty diminishes and instead enthusiasm and Motivation cultivated for change - because it never will stop. "Nothing is as constant as change," said Heraclitus 1.500 years ago.

Leaders of tomorrow: attitude and behavior

The answer to these uncertainties describes the ability that managers need today more than ever: Above all, the attitude of people, responsibility not only for themselves, but also for others Employees to wear. Leaders need to start on their own Personality to work. The attitude of a reflective leader can encourage people to break out of their rigidity, to stake out a suitable framework and create space in which employees can develop and use their potential appropriately.

But beware: not every leader is a leader with the right attitude. Getting there requires work, but it's always worthwhile. Decisive here is a personal branding, which begins with the focus on the own personality core and lets people mature into leadership personalities.

Leadership: Focus counts!

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Who omits this focus, quickly runs the risk of turning his flag after the wind. In order to (re) excite employees, to give the company new momentum or to pursue one's own path purposefully, one's own enthusiasm and ambition are needed. Because a clearly recognizable attitude, which has corners and edges, is indispensable especially in times of change.

Here's an example: Apple co-founder Steve Jobs was a man who didn't just divide a nation. However, what was clear to everyone when they looked at him: he was a person who stood behind what he was doing, wholeheartedly. No ifs and buts. It was one of those charismatic personalities who stood out for their visions and ideas burn, and for that very reason have a high degree of credibility. He didn't care what other people thought, said or wrote about him. He said what he had to say. A person full of ambition and passion who stood up for what he thought was right.

Management with attitude: values, empathy, communication

Behind such a clear attitude there is always an unshakeable conviction that what you do is right, important and useful is and you are sure of your self-efficacy. This conviction is not driven by market research, but by intrinsic values. In the corporate context, the transformational one is currently Guide an important issue. There, too, it is about conveying values ​​and meaning and ultimately about corporate culture.

People no longer just want to know WHAT they should do, they also want to know WHY they should do it. Attitude is required from managers: How do I position myself? What is my attitude towards certain topics? How do I behave in certain situations? I strengthen mine Team my back or am I pulling myself out of the situation? These are questions that need to be answered clearly.

Values ​​in leadership give clarity and orientation

Only in a company where values, clarity and Orientation given and one's own values ​​are compatible with the corporate values, potential development can take place. Meaningfulness, comprehensibility and designability form the (breeding) ground. To do this, a canon of values ​​must first be formulated.

The next step is about empathy, i.e. attitude and that Behavior towards yourself and other people. Ultimately, the company's strengths should be their own Organization researched and one Balance between adaptability and potential development can be achieved.

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