The 5 best books on leadership with values: Reflecting with Father Anselm Grün & Bodo Janssen {reading tip}

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Employees are not machines, even if many managers would like you to believe that. The fact that this style of leadership has always worked well is simply due to the balance of power: there was more Candidate as jobs. But if Companys In the future, they want to rethink their employees. A book that shows how it works.

Social Energy - Definition

workers have theirs voice found and demand participation, a motivating work environment and social interaction. In view of these demands, however, managers do not have to hands über dem Head beat up:

This required “Social Energy” releases unexpected forces that companies can also use for themselves. That shows Agile Training Ulf Brandes in his guide "Social Energy" for self-coaching for Executives is ideally suited.

The power of employees and companies

The rapid developments in the market demand great flexibility from companies, be it in the variety of products, Communication, Marketing or in relation to issues such as equality and Sustainability.

Never before have consumers and employees of a company had more power over how successful individual brands are.

How well companies work turns out to be in crisis

Companies have to fast react to changes and constantly that growth in mind to stay competitive. How well a company works is usually reflected in the Crisis.

Discounts for your success (advertising)!

Ulf Brandes wondered what makes companies so strong and resistant to economic emergencies.

Resilient corporate culture is not a matter of circumstance

“Whether a corporate culture is resilient and capable of change is not a question of circumstances, it is one decision" said the coach.

According to the trainer, it is a decision for freedom, lightness and clarity and a decision against subordination, heaviness and a lack of transparency. Managers must take their employees with them and involve them in change processes, because the strengthening change must come from within.

Fully develop entrepreneurial potential

In "Social Energy" Ulf Brandes presents different facets of employee motivation and their impact: Employees with real Commitment identify with the company and are therefore willing to contribute fully to its success.

The fields of action of “social energy” include a common language and a basic consensus that defines the framework for everyday coexistence.

SELF theory and agile coaching

The Agile Coach introduces the SELF theory, but above all the many practical examples and experiences from the trainings that the author gives the reader along the way are a particular advantage of the guidebook.

Executives learn how to deal with internal tensions without resorting to petty micro-management.

Only no micro-management

They get a sense of how teamwork and an emphatic self-image strengthens a corporate culture from the inside, thus supporting the core concerns of the business.

Ulf Brandes himself works with executives who Work organization have to adapt to the conditions of agile management. The guidebook, which is particularly suitable as self-coaching for managers, was created from his experiences and a few well-placed anecdotes.

A very effective book on the management and employer branding topic of the hour: Motivation from employees. All those impulses from practice, from which every manager can take something for themselves, are particularly memorable.

You can not delegate thinking

An outstanding book for managers and business leaders. Father Anselm Grün and Bodo Janssen have teamed up and show how appreciative and trusting Guide can be - and at the same time successful.

“Strong in stormy times” doesn't look like a management book, but it is still one. One of the exceptionally good variety. It encourages entrepreneurs and managers to see their job, their task and their mission in a new light.

Today, it is not uncommon to specify the probable reading duration of a book, so that the reading can be well integrated into the daily work routine. For this book, one could estimate two to three evenings. It would be much better, however, to plan for two to three years. Anything else would not do the book justice. Because it is not a management guide, but a management-Nachdenkerbuch in the best sense.

Monastery instead of McKinsey

With the author duo, it's no wonder. One of them, Bodo Janssen, already has with his last book “Die stille Revolution" for awareness taken care of. The other, Father Anselm Grün, has been on the bestseller lists for years with “Reflection Literature”.

They got to know each other when the hotelier Bodo Janssen had to save his company from ruin and lead it into a new era - and was allowed to. He didn't go to McKinsey, as usual and obvious. Janssen went to the monastery. There he met Anselm Grün and got to know a completely new view of his life and actions.

Leadership is a service

The core of the book is to see (corporate) leadership primarily as a service, as a service that enables employees to do a good job AND to live well. The Term It is therefore no coincidence that “humility” appears again and again in this book. You don't have to be a devout Christian to learn from Anselm Grün Ask to let bump.

An example: Many management authors present the advice to learn first, to lead yourself first, before leading others. But when Anselm Grün grabs the question: "Where am I going?" Then the thinking about corporate management suddenly gets a depth that was not there before.

Practical test passed

If Bodo Janssen did not appear in the second part of the book, one could dismiss Anselm Grün's advice as well-intentioned, but unfortunately unworkable. Bodo Janssen shows, however, that corporate management based on the needs of employees can be very successful.

True, she went Transformation doesn't run entirely smoothly in his company, but the bottom line is that Janssen has created a company in which the greatest possible freedom is clear Structure to meet.

Success as a result of good action

Up to the self-determined salary and to self-determined company units, the flexible model allows a lot of individuality. Conceptually, Janssen and Grün are in the field of newWork-Locate movement. They want to prove that entrepreneurial success is not Objective of entrepreneurial action, but will be the result of good entrepreneurial action.

If you look at the history of Bodo Janssen's hotel chain with almost 700 employees, you have to take your hat off, the experiment worked. One wishes, therefore, that the book might end up on the desk of one or the other company leader. It's a good thing books like this exist!"

Risk Pleasure - Abyss instead of Olympus?

In “Stay Up. Jim Collins, author of the bestseller “The Way to the Best”, and Morten T. Hansen are always concerned with the question of what companies that survive a crisis unscathed or even grow during a crisis do differently than the others. Based on their own long-term research, the authors are able to show clear differences between the companies using interesting data and exciting comparisons.

In turbulent times, you need courageous, visionary and risk-taking bosses? Nothing wrong with that, says Jim Collins, one of the world's top management strategists. Also joy of innovation is a virtue, which leads rather into the abyss than on the Olympus.

On the duel

And who speed for the means of Choice holds to defy crises, who has at most "a sure method of going under." No polemics, but the insight from extensive research, which the bestselling author Jim Collins together with Morten T. Hansen now in “Keep up. Always." published.

With “The way to the best” Jim Collins has already written a world bestseller. At that time, it was all about finding outperformers. In “Stay up. Always ”he changed the research question: What do companies that survive a crisis unscathed or even grow differently than the others during a crisis?

So it has to be Team Kneeled in the facts and compared the successful companies directly with the less successful ones. This leads to exciting “duels” between Microsoft and Apple, between Southwest Airlines and PSA, Amgen and Genentech, Intel and AMD.

Courage, ambition, innovation?

The results should go down like oil for all cautious people in the country. Because they are clear. Undoubtedly, a good portion belongs Courage or even naivety about starting, managing or transforming a business. But precisely because there are dangers lurking around every corner, it is so important to take as few risks as possible.

Collins does not claim that the bosses of successful companies are despondent scares. But he says that they are “not more creative, not more visionary, not charismatic, not ambitious, not risk-taking, not heroic, not braver” than the others, the less successful business leaders.

What makes successful people different

What, then, distinguishes the successful from the rest? Collins calls it the ability “in a paradoxical way Control and to agree on non-control.” And of course "Discipline” and that means “consistency in terms of one’s own actions, consistency in terms of values ​​and long-term goals”.

Jim Collins expresses another characteristic of successful entrepreneurs with the somewhat strange formula “empirical creativity" out of. This is based on the observation that successful entrepreneurs deal intensively with all the data and facts that are available – and draw their creative conclusions from them. Reliable data instead of cloud cuckoo land.

Like Scott and Amundsen

Collins and Hansen present their findings in an exciting way. Based on the differences between the two polar explorers Scott and Amundsen, they show important Strategies and Methods (Scott experimented with ponies that would sink in the snow and snowmobiles that would give up after a few yards.

Amundsen, on the other hand, had been preparing for decades, lived with Eskimos, was able to deal perfectly with huskies, and he always planned enough reservations. While Scott and the rest of his troops were found frozen ten miles ahead of the camp.

Success recipe common sense

Conclusion: “Stay on top. Always." describes basic entrepreneurial behaviors that are practiced on a daily basis in many places (otherwise there would be no successful companies). So much the better that Collins relies on common sense.

With interesting data and exciting comparisons. They help to provide entrepreneurs and bosses with security even in the case of unpopular actions, and to encourage them to swim against the current.

More obese than starving? Please rethink!

The cover of the book says it all: less is more. And so it goes on in the book: David Bosshart - head of the renowned Gottlieb Duttweiler Institute - advocates economic and social change.

Which leads us to the Age of Less. An age in which it is no longer the quantity that counts, but the class, an age in which we also manage to operate sustainably. In his collection of essays, Bosshart provides numerous food for thought, surprising analyzes and creative suggestions for action in order to actively promote the necessary change.

The future lies in the “Age of Less”

David Bosshart proclaims the “Age of Less”. The age in which we leave out what is superfluous, forego mass in favor of quality and learn to do business sustainably. “The Age of Less” is also the title of the collection of essays in which Bosshart fans out the thoughts on which his diagnosis is based.

He leaves open the extent to which “we” have already arrived in the “Age of Less” and to what extent the “Age of Less” has to be realized. But he says clearthat things cannot go on as before. According to Bosshart, if there are more obese people on the planet than hungry people, we are faced with problems that cannot be solved with more work, more products and more consumption.

What to do if India and China emulate us?

With the “we” that runs through the entire book (“we” have a lot, “we” have to be content with less in the future, “we” have to change…), he shows the Perspektivefrom which he writes. Those of the well-off residents of the western Welt, in which “the poverty line has arrived for high definition TV”. Actually no reason for a U-turn if everyone is fine.

But what, Bosshart asks, if the “Emerging Nations” do the same? When do the Indians start to increase their per capita energy consumption to German or even American levels?

120 billion chicken with rice, please!

Or if the Asians are just as unrestrained as their American appetite for chickens, with their now nine billion chickens a year no longer a significant sales market? Because 2050, as calculated Bosshart, the Asians then taste gigantic 120 billions of chickens per year. No job for the farm around the corner.

But not only the emerging nations are flashing the alarm lights. Ecological and economic catastrophes force a change of course. Now he calls Executive of the renowned Gottlieb Duttweiler Institute in Zurich not simply “stop!”. With his book he wants to show that there is another way.

There is another way

That prosperity is also possible without us die Future put at risk. That sustainable production is possible without being disconnected from the world market. And that globalization does not necessarily have to mean that some wealth produce for others.

Using important currents of the times, Bosshart shows that important first steps are already done. He takes the sensitization for ethical and ecological conditions in food and consumer goods production as an example, or the orientation of many companies to new sustainability standards. At the same time, it shows what there is still to do for both individuals and companies.

Food for thought instead of program

“The Age of Less” is not a monolithic book. It provides neither a theory nor a program. But a lot of food for thought, surprising analyzes and many creative proposals for action. Bosshart appeals to the individual, does not allow the responsibility to "the others", the state or the Society to push.

“We are practically condemned to freedom,” Bosshart writes consequently and asks “us” to use this freedom.

No trick box of simple solutions

Readable because Bosshart writes on the pulse of current developments. And above all because he does not side with those who generally announce the end of the world if "we" do not do this absolutely radically and immediately.

On the other hand, he also consistently leaves the bag of tricks with supposedly simple ones Solutions to. Rather, he relies on the brains of each individual. May the much-cited swarm effects emerge from this. Or, as Bob the Builder would say, "We can do this!"

Happy managers lead better

Do we need happy managers? The question is meant very seriously and can also be implemented, as ex-manager and bestselling author Werner Schwanfelder shows in his new book “The happy manager”. The only requirement is to break routines and reserve time to take care of the really important things in life.

Those who are happy do better work and also infect their employees. No wonder that companies with satisfied employees do better than the rest. The hour has come for a new management discipline: being happy!

Happiness can not be delegated to the celebration evening

There is probably a simple reason why books on the subject of happiness have been at the top of the bestseller lists for years. The People notice that Money and success are not everything. And maybe it's also about betting on other horses in an economically stagnant or declining environment.

It is only logical to carry the topic to where it is really a nerve - in companies and in the workplace. For those who are not happy there is bad cards in other areas of life. Happiness is after all no celebration-discipline. But the result of successful moments in life. Or even a successful life.

No new ground but new angles

Schwanfelder is not breaking new ground in “The Happy Manager”. After all, hardly any topic has been written as much as "being happy" lately. But because he is aimed at managers, he can rightly assume that he should not hope for too much previous knowledge.

Therefore, the book is the cautious attempt to seduce managers and executives to look at another life and work. This creates Schwanfelder with many stories and anecdotes about happiness. And by asking good questions.

In order to reach even the most rationally knit readers, he spits his book with studies and scientific findings, which show that the connection of happiness and success does not come by chance.

Happiness and success are two sides of the same coin

“The happy manager” is also a kind of assessment of the Asia expert and experienced manager Werner Schwanfelder. In several books he has already made Asian philosophy fruitful for management thinking. Now, at the end of his managerial career, he's trying to figure out what it's all about.

Not about key figures, not about sales targets, but about living. Not only in retirement, but in the middle of professional life, day after day. Conclusion: A personal book of a confessed manager. And a good guide for managers to create a working environment where employees and managers recognize happiness and success as two sides of a medal.

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