Leadership of the Future & Change Management: Open & Reflect

Many managers are doers Problems tackle quickly – success gives them self-confidence. But if the situation suddenly changes, it can turn into great uncertainty. How can you change that?

Change - when self-confidence tips over into uncertainty

Managers often tend to address problems quickly, solve them and fast target the next challenge. You love the challenges in projects, Change– or transformation processes and are happy to take on responsibility.

Her experience and successes from the past shape her strong self-confidence and self-image, permanently successfully to be. At the same time, there is a great danger that in the event of sudden changes in the situation, self-confidence will tip over into insecurity.

If failure is a foreign word

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Mr. Müller (name fictitious), CFO in a group, has very quickly progressed through his career to senior management. At the age of 35 he was the second man of a telecommunications company. A benchmark for everyone Executives with similar ambitions.

For him, “failure” was a foreign word. Competition is what counts, “the winner takes it all”, even if an overtaking maneuver from the underground car park is necessary.

Unemployed - and then?

By outsourcing his area of ​​responsibility, he had to unite himself like other managers Assessment place. However, the result he was hoping for did not lead to the next promotion as CEO, but to a separation with immediate release.

Mr. Müller, the whiz kid with the potential to become CEO, suddenly belonged to those who, like others, had to look for a new job. How could that be? What happened? And who was responsible for it? Error or intrigue were comforting explanations, but they did not improve the situation. The own Network activate and find an even better position as quickly as possible did not lead to the usual successes of the past.

Help, Manager Blues!

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The interest as an important contact person, as a decision maker, decreased rapidly and the Communication primarily reduced to private matters. After a short break through vacation and golf, Mr. Müller changed from a narcissistically structured doer to an insecure and self-doubting person. He was in "Manager Blues". The more he fought against it, the more he drove in the elevator of age reggression down to the floor of his puberty at the age of 16.

through external Consulting of a coach, he had previously labeled this faction as “esoterics”, he tried to regain his strength as a strong manager.

Opening and reflecting helps

In working together, he discovered how to open up and reflect on his behavior in the past. This resulted in a greater awareness of himself Effect on yourself and others. He discovered that he saw his failure as an opportunity and took the pressure off himself to do everything better. The more he had this experience, the better it got Trust of your own Power .

This transformation brought Mr. Müller back to CEO responsibility in a medium-sized business after six months Companys.

Conclusion

Failure is a necessary regulation to learn and to improve. Not letting oneself be defeated by defeats, ignoring them or pushing others to others, but perceiving them as a chance as a chance.

It's not about accelerating quickly while pressing the brake with your foot at the same time, but about being able to let go and into one positive to transform experience. "Don't push the river, it flows by itself."

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