The Leading Future: 4 Key Factors for Successful Management

Digital change requires a completely new understanding of leadership. For the Success one Company and its managers, 4 key factors will be decisive in the future. An overview.

What is the Ashridge Management Index?

Guide and management needs to care for that Future change – many experts agree on this. How well or badly are managers prepared for this? Objective our research is to examine the business environment and some of the key challenges and opportunities for Executives and leaders to better understand This involves views and attitudes on the following topics:

• Management and organizational challenges
• personal challenges
• loyalty
• organizational change
• Learning and development.

The main challenges for executives

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Our research has some good news - not least the upside Commitment of Employees – as well as identified some challenges, e.g. B. how well organizations deal with change.

• What are the main challenges that companies are currently facing?
• What central challenges do executives face in person, including work-life balance?
• How do organizations create change?
• What do managers think about trust, fairness and remuneration of executives?
• What happens in learning and development - what are the approaches that managers consider most effective?

Key role: lead management and change

We asked respondents about the key issues theirs Opinions after for successful change are important. The well-planned design phase is mentioned, but many also comment on the need for adequate resources, more excellent Communication and good guidance, as one person said:

“Managers at all levels must first understand that one of their key roles is to manage and lead change.”

Simple and clear messages

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The danger is that when managers don't show such leadership skills, employees will believe that change is less a business issue and more an optional 'nice to have'. Many of the 1.100 managers who took part in the Ashridge Management Index believe that simple and klare messages work best.

Even a process of change without a clearly defined beginning, middle and end is structureless and makes life difficult for all involved. Some organizations are good at starting up, but often have less clarity. We have also heard examples where too many change initiatives take place at the same time; a recipe for confusion.

How do good organizations work?

Overall, the results suggest a good environment in many organizations, including:

• Success of change initiatives in organizations
• Leadership that is highly valued - both in terms of line manager and top executives
• The feeling of being valued - the majority of managers say top executives value their contribution. This also applies to their supervisor
• Employee engagement is high - on factors such as the intentions of leaders to stay with their organization and be proud to work there.

The key issues of the future

We believe that the implications of our findings identify some key issues that are important to all organizations and that are discussed in the remainder of this section. Some recommendations are also included.

However, more is needed to overcome the challenges Measures, some of which are mentioned below.

• Work-life balance and resilience
• Leadership - especially development deficit and communication needs
• More support for virtual teamwork (as well as more general support for executives)
• The need for a better alignment of individual and organizational approaches to the
• Motivation
• Trust is of particular importance in the current economic and political environment.

4 Key areas that make the difference

The four core areas highlighted in our survey results are issues that, in our opinion, are the difference between the organizations and organizations that regularly impress and outperform their competitors:

1. How well organizations design, develop and implement change initiatives

An important part of any change recipe is that managers have the ability to lead change.

2. Warm warmth leads to lukewarm change

The Significance of human questions – how Motivation, employee engagement and trust – and whether these are influenced by the Organization to be appreciated. For example, are people issues discussed in the same way as the seniorTeam Business and strategy issues?

The slogan “Our employees are our greatest Capital” isn't heard that often these days, but it captures what is at the heart of this issue – support the organization, the Training and the mentor the employees to achieve the best possible performance? Is there a culture that Things to Learn and valuing development and understanding the positive impact on financial results?

3. Quality of leadership within the organization

• Is coaching an integral part of the management task?
• Listen to executives and communicate with their employees?
• Do executives conduct behavioral patterns for others?
• Are you walking with talking on foot?

That also includes Ask of Organizational Trust – Top leaders carry a large part of the responsibility for creating a strong culture of trust within an organization and for creating a place where integrity and Respect are strong values. Although the level is usually high - just over half of respondents say there is a strong culture of trust in their organization - it means that there are a significant number of respondents who disagree. We asked respondents to tell us what is important in order to build trust, and their comments highlight a number of practical questions:

• Integrity of managers and demonstration of this integrity through “Walking the Talk
• Honesty and transparency
• Communication, consulting
• Empower employees to take more responsibility by showing confidence and respect. The
• Autonomy is also highlighted in the survey results on motivation.

4. The role of the manager within the organization

Executives should be at the center of every organization and a key question is:

• What level of support and help do you receive?
• Do they have sufficient resources to do their job?
• There is a good relationship between top executives and managers at all levels
• Company and managers regularly receive praise and recognition for a job that is well done?

These well-known standard questions are often used to assess engagement and morality, but also provide a practical framework for assessing the working environment of managers. It is also useful to think about how it looks for managers working in a more negative environment.

They cannot count on the support of their boss who may be too busy or just not interested in their "problems". Some feel feeling overworked and undervalued, in “firefighting mode”, stressed out and under a lot of pressure every day. To others, it may seem as if they are at the bottom of the food chain—with little freedom, many orders, but limited or no information about the all-important big picture.

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