Why do many occur Company the more stubborn on the spot, the faster the world turns? What skills do leaders need to inspire and retain people and create a culture that is appropriate and appropriate to the times?

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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.

Digitization, however, has changed another factor: everything that we used to be able to think about in peace and leisure must be much faster today. Also answering the above question. Instead of taking the turbo and dealing with the urgent questions, if necessary to change, but companies are increasingly on the spot or persist in complacency.

Fear of the change process

It seems paradoxical: the faster the world turns, the more insecure it becomes, the more people and companies freeze. Wherever the word “change” is used, resistance arises, change projects are only approached slowly, if at all. But if you take a closer look at this connection, it becomes quite fast clearwhy that is.

The acronym VUCA itself already gives clear indications: volatile, uncertain, complex, ambiguous (ambiguous) - this is the world in which we must assert ourselves. And something else resonates in this word: uncertainty, loss of control, unpredictability. Especially in times of change, it describes difficult framework conditions in corporate management.

As a result, people prefer to stand still or remain self-satisfied instead of walking 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 reduce the fear of the great uncertainty and instead enthusiasm and Motivation cultivated for change - because it will never stop. "Nothing is as constant as change," said Heraclitus 1.500 years ago.


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Leaders of tomorrow: attitude and behavior

The answer to these uncertainties describes the ability managers need today more than ever: Above all, the attitude of people to bear responsibility not only for themselves but also for employees. Managers need to start working on their own personalities. The attitude of a reflective leader can encourage people to get out of the rigidity, to define a suitable framework and to create space in which the employees can develop and use their potential appropriately.

But be careful: not every one Executive is also a leader with a corresponding attitude. Getting there takes work, but it's always worth it. The decisive factor here is personal branding, which only begins with focusing on one's own personality core and allows people to mature into leadership personalities.

Leadership: Focus counts!

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.

For example: Apple co-founder Steve Jobs was a man who has not only split one nation. What was clear to everyone at a glance at him, however, was that he was fully behind what he did. No ifs and buts. It was one of those charismatic personalities who are burning for their visions and ideas, and for that very reason they have a high degree of credibility. What others thought, talked, wrote, he did not care. 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 immovable conviction that what you are doing is right, important and meaningful and that you are certain of your self-efficacy. This belief is not driven by market research, but by immanent values. In the corporate context, there is currently transformational 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 in which values, clarity and orientation are given and whose values ​​are compatible with company values ​​can potential development take place. The (nutrient) soil is meaningfulness, comprehensibility and creativeness. For this, first a canon of values ​​must be formulated.

The next step is about empathy, about attitude and behavior towards yourself and other people. Finally, the company strengths of the own organization should be researched and a balance between adaptability and potential development should be achieved.


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