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By Elmar Lesch (More) • Ralf Koschinski (More) • Last updated on October 09.10.2023, XNUMX • First published on 25.04.2019/XNUMX/XNUMX • So far 4389 readers, 1373 social media shares Likes & Reviews (5 / 5) • Read & write comments
Companys are in transition. This demands daily not to remain in old patterns of thinking and behavior, but fast to make new decisions, but above all to take action. Because: without Implementation no Success!
Executives usually approach the necessary change with great commitment and agility - but the bitter reality catches up with them faster than expected: they fail in the implementation. Instead of supporting and relieving their employees in a targeted manner, they put additional strain on them, to practice pressure, demanding instead of promoting. A symbiosis of Tasks-/Process orientation and people orientation as well as empathy as a lever for sustainable results and mutual success.
But the reality is different: Permanent overload in day-to-day business leaves no time to think and to Planning and implementation of strategic future projects. This overstraining of managers inevitably leads to overstraining Employees due to more and more tasks, too many unclear specifications and a permanent change of the priorities.
Executives fail to implement goals, strategies, projects because the focus is on "must" instead of "can - may - will" and they do not manage to make employees involved as involved.
And all this in a time that is characterized by dynamism, speed, complexity, shareholder value and the demand for agile Methods. Missing leadership coaching as a core competency and that Background to the crucial methods, managers cannot motivate their employees to move. change and implementation – and do it on your own responsibility – remain lip service.
Obstacles, the so-called SAU traps (failure.at.implementation) take the momentum away from them. Above all, they forget the crucial point: picking up the employees. But leading means: The People take away in the area. This is the only way to achieve excellent results.
Implementation often fails because employees, managers or project managers do not continuously work on improving or renewing it. They remain in Status quo. Projects fail, stuck ones Set are not reached. No wonder, after all, today the focus is more on the goal than the human factor.
From an economic point of view, in most cases this not only leads to none Solution, but even to paralysis. There are also disruptive technologies and the much-described VUCAWelt: Volatility, uncertainty, complexity and ambiguity characterize our existence – both privately and professionally.
International competition is constantly increasing. Innovation cycles are getting shorter. Globalization and digitization are progressing. Due to increasing speed and increased intensity of pressure and Stress the incidence of illness increases. Discussions with managing directors, personnel developers and employees show the following symptoms:
If we want to achieve something – something new at that – we need implementation skills. We have a wish, a vision, a goal - and one Strategy shall lead us there. Sometimes this can be done with relatively little effort, sometimes we have to clear try harder.
Because in order to get into the implementation, we often have no choice but to change our behavior. A big challenge for us humans. Also because change is accompanied by a high degree of self-discipline. This and the will to achieve the goal, but then almost automatically lead to a consistent self-control.
Important in connection with implementation in companies: If people have this self-control, they need less Motivation from the outside, because they have it practically in them.
Which makes it much easier for managers. Guide then means simply accompanying the natural process and intervening on a case-by-case basis if necessary.
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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.
Great site on the subject of change, I really like being here all the time.
I will just bookmark this site and come back regularly. Thanks for that.
Unfortunately, many people always fall behind in change processes. It's a shame that this isn't discussed enough.
Good post - like SAU trap :-)
Thank you, we are glad that we will forward this to the author.
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