Requirements for tomorrow's executives: Fit for the Future?


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The world of executives is increasingly failing. So, the assumption is one Company to operate on the technocratic model of a trivial machine and as a helmsman “to have everything under control”, although still widely used, has long since ceased to do justice to reality.

Leadership with resonance


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Dr.Ing. Peter Becker Dr-Peter-BeckerDr.Ing. Among other things, Peter Becker worked for NATO and today is Managing Partner of Personalberatung Steinbach und Partner.

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Cope with increasing complexity

To this day, the terms “goal achievement” and “planning” can be found in the requirements profile of managers. In the future, it will be much more important than the skills behind these terms to recognize and reflect on relationships (context). One strategy for dealing with complexity is pattern formation. Orientation knowledge is becoming increasingly important.

It is important to distinguish which framework conditions are important and important for the desired changes. As a result, the apparently objectively available knowledge loses importance. The question of which strategies of action are effective and significant also takes a back seat. For the manager of the future this means a change of roles: instead of taking on the responsibility for the successful implementation of processes as a "planner", the "partner" is required, who offers the team reflection space in context-clarifying communication.

The time of central dirigism comes to an end

In the old management world - Management 1. Order - is power of organization exercised over structures (organizational charts, hierarchies, etc.). In the increasingly important world of management in the future - Management 2. Order - 4.0 acquires executive power by creating a framework in which organizations move into new patterns through their inherent resources.

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For this, too, the manager who will be successful in the future must grow into new roles. The “thought leader” and the “supervisory authority” become a “participant” and an “initiator” in networks. The decisive factor will be the extent to which the manager manages to achieve an emotional response. Meeting these new requirements requires a significantly higher level of social sensitivity than initially thought. Cooperation beyond cultural, age-dependent and gender-specific boundaries is required in intelligent networks of the future.

Serving leadership as a guiding principle

It is noteworthy that the changes associated with the digitalization of the world of work seem to be managed without major problems by those who see leadership as a service to the community. The word “serve” may sound foreign to leadership and could be misunderstood. It's not about one leading and the others serving, or vice versa, leading everyone else and one serving.

Rather, we are concerned with the question of which image of man carries the leadership in himself and thus treats himself and the people entrusted to him. Even though I have a different role as a leader, which is a different part of the organization, it is about treating my counterpart as an equivalent part of the organization. Unfortunately, many leaders have not really understood the difference between difference and equivalence.

Differentiate between persons and actions

In concrete terms, this means differentiating between the individual and his / her actions. In an atmosphere of mutual appreciation and respect, criticism is perceived not as a hurtful humiliation, but as an important feedback for resource and potential development.

Instead of riding around on weaknesses, the focus is on strengths. When managers learn to understand that feeling of appreciation and acceptance is as important as breathing, when they learn to take back their own ego and accept their employees as they are, there is “resonance”. Employees like to follow such executives voluntarily.

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Sind Company and executives “fit for the future”?

Honestly? Apparently no! At least a large number of the executives that I encounter daily as a personnel consultant and executive coach reflect a partly catastrophic picture. There is often a big difference between the claim “The focus is on people” - often found in the glossy brochures of companies - and the reality.

In particular, owner-managed, small and medium-sized companies, where the generational change is in the house and the founder must give the helm out of hand, executives often report on a deal that is hair-raising.

Pitfall for business

What was practiced in the Wilhelminian and the following years as a recipe for success, we now the pitfall and the existential danger. Especially young, dedicated executives avoid such cultures or leave the organization. The solution is anything but easy, but it starts at the top of the hierarchy - the owner, the partner, the management and the board.

Reflecting one's own role, questioning the image of man and the understanding of leadership, and entering into an open, trusting and willingness-to-change dialogue is certainly the first step on a longer journey. It is generally better to actively pursue change than to allow oneself to be caught up in reality and fall into actionism.

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  1. Amaury Delplanque

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  7. Guido Bosbach

    As I just wrote on Twitter on weekends: Leadership is not the challenge, self-reflection is! If you want to become a true leader, start to think about yourself.

    • Simone Janson

      Hello Mr. Bosbach,
      thank you for the contribution, you have very aptly expressed. Unfortunately, there is still a little bit of self-reflection.

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