Insights
Are you curious about what we do? We offer you insights into our world and that of our clients, provide practical tips and bring you news and topics relating to leadership and change.
from fractures to bridges
Dual Leadership
What does authenticity actually mean?
“Be yourself”
But: who is this self? We all have different facets – depending on our roles, situations and experiences. Leadership often means growing beyond ourselves. How are we supposed to stay true to a future self that is only just developing?
“Say what you feel”
Honesty is important – but total openness can be out of place in leadership. New managers who reveal everything run the risk of losing credibility before trust has been established.
“Make decisions based on your values”
A strong inner compass is valuable – but if our values come from previous contexts, they can lead us astray in new leadership roles. Example: An authentic adherence to micromanagement may seem familiar, but can be counterproductive in more complex roles.
book recommendation
leading change
Which leadership style suits you
– and your team?
Robin Sharma
You cannot lead others until you have first learned to lead yourself.
Developing a clear leadership identity
How do I experience my current role?
Which situations in my current role feel right for me?
In which moments do I feel insecure or strange?
How can I develop myself further?
What new behaviors would I like to try out in order to expand my leadership repertoire?
How can I actively obtain and use feedback from my team and my colleagues?
How does my leadership identity match my life situation?
How well can my current leadership behavior be reconciled with my personal life goals and values?
What can I do to strengthen my leadership identity?
What first small change can I try out in my leadership behavior today?
Who can I talk to about my leadership identity to gain new perspectives?
our best practices in change management
Listen first, then act
Active listening is the starting point for any change. Only those who recognize problems and take direct action within their own sphere of influence create trust and a sustainable basis for change.our best practices in change management
Involve all levels
Change can only succeed together – from top management to operational level. Middle management in particular is a crucial connecting element.
Making measures tangible and achieving quick wins
Solutions should be quickly tangible. Quick wins increase motivation and show that change works.
Maintaining a holistic view
External consulting creates distance and allows you to see the big picture. This makes it possible to identify key areas of activity, avoid blind spots and strengthen the strategic focus in a targeted manner.
Consistently manage and monitor implementation
Change needs structure: progress must be measured and measures monitored. A strong governance model ensures a sustainable impact.
Welcome
dear Magdalena
Seth Godin
Change is not a threat, it‘s an opportunity. Survival is not the goal, transformative success is.
8 Levers of Change
Change is a decision
Change begins with a clear “yes”. Without a genuine inner commitment, every change remains a struggle. It needs a WANT, not a MUST!
Change needs clear goals
Only those who know exactly where they want to go can set the right course. Defined and prioritized goals provide orientation and help to maintain focus and motivation.
Change needs authentic role models
“Walk the talk” – change only works if managers lead the way with credibility. Rituals, signs and visible actions create orientation and security.
Change requires trust
Without trust, any change remains a risk. Active listening, empathy and openness are the basis for overcoming fears and resistance.
Change in visibility
How does the change manifest itself in concrete terms? The change must be noticeable both in the “hardware” (e.g. buildings, architecture) and in the “software” (e.g. practiced values, manners).
Change needs emotions
Ratio creates understanding – emotions ensure action. Change only succeeds when people are emotionally involved and feel the change.
Change requires self-efficacy
Successful experiences create self-confidence. Those who realize that they themselves have an influence on change remain motivated – even in the face of setbacks.
Change requires clear communication
Honest and clear communication provides security and orientation – open dialog and regular feedback are essential for this.