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The Paradigm Change: 5 Rules to Understand “New Leadership” for the Disruptive Future – Part 1

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It’s particularly apparent that human beings are very resistant to learning and changing. They only learn and change when the pressure becomes too heavy and/or they have no other choice left. Executives also use their positions in order to no longer have to learn. Thus less and less new knowledge is “produced” which the company urgently needs
Thus, it is crucial for the progress of the company that executives and employees are able to anticipate customer requirements and environmental needs. Customers are interested in what the competition will look like in the future (mega trends, solutions, new technologies, and business models).

This is why future employees will need to be responsible, creative and willing to learn. Furthermore, depending on the situation, they will need to simulate, optimize and train solution-oriented thinking and intelligent working within the organization. The career of an employee is nowadays mainly determined by a successfully completed and precisely timed project and by his/her adequate behaviour during the pursuit of this goal.

Therefore, companies and organisations should add important topics to their training programs, such as learning from errors, empathy, drug abuse and media addiction, dietetics, cancer prevention, stress management and dealing with attention deficits, self and time management, good manners and – of course – also team sports.

Also, it’s important to make sure that at least five rules of “Supportive Leadership” are complied with. This blog presents Rule no.1.


Rule no. 1: The employee (IT-) Network Dialogue and Communication

Address and solve problems as well as conflicts which can be decisive for the game

Leading (= Leadership) means to anticipate and to lead the way in an exemplary fashion. Management comes from “manus agere” (latin) and means “to take by the hand and to help solve problems and build up and cultivate relationships”. The Executive in the 21st century must be able to balance management and leadership and grant them equal status. Most companies, however, suffer from too much management and too little leadership.

A good manager does not have to score the goals himself but sees himself as the “coach of a team”, a team with which he agrees on “rules and milestones”, where he takes each individual member of the team along on this challenging “journey of the company” and consistently requires the team member to make his contribution. In order to change peoples’ established ways of behaving, thinking and style of play, a constant dialogue and goal-oriented (fitness) training must be carried out, as employees want to play an active role towards a common goal. It’s a question of awakening the employee’s enthusiasm for these goals and/or visions. Keys to achieving this goal is honesty, openness, determination and constructive adequate feedback.

In order to be successful, however, it is of the utmost importance that the “team players” are adequately qualified, trained and motivated to score those decisive goals or, respectively, to put into practice the best ideas/solutions for the customer/user, the company and the environment. If strategies are constantly changed, goals cannot be successfully achieved!
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The global competition has turned into a competition of leadership

In the future, the question will no longer be about cost control. Instead, it will be about mastering complexity and speed, where added value and innovation are concerned. Efficient management will no longer be solely measured by profit and profitability, but also by customer value satisfaction.

It is, therefore, important to bring executives and employees together as partners and to train them in order to acquire a cross-cultural way of dealing with each other (= Cultural Added Value Management).
Find out more about rule no. 2 and rule no. 3 in my next blog article.

You may also read my free eBook Supportive Leadership – The New Role of Executives in the 21st Century. This eBook has been recommended by the University of St. Gallen/Suisse as the best leadership book published in the last years.


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