Leadership of Tomorrow

Transcription

1 Leadership of Tomorrow Be in touch GmbH Leadership Team Organisation Gottesweg Cologne, Germany Tel Fax info@be-in-touch.net

2 Agility above all else? Impact is what counts History shows that general leadership programs are simply ineffective (McKinsey, 2017). Classic agility concepts such as Scrum, Lean Startup or Design Thinking fall short if leaders do not develop the appropriate culture through their leadership behavior. Leadership of Tomorrow thus opts for methods that can be adapted individually and that make the greatest possible leadership impact over the long term in your organization: Learning journeys through training and coaching A look at other systems (e.g. aircraft cockpit, art, music, sport) Moderated peer exchange Moderated in-house dialog between different management levels Key notes at management events The aim of all this is to guide a permanent process of change, in which an organizational culture can develop in an evolutionary way.

3 Leading in the future leading into the future Leading into the future means leading into three future trends identified by Gürtler: individualization, flexibilization, and demography (2013). Issues such as digitalization, globalization, work-life balance, and diversity underlie these trends 1. What sort of leadership does this digital transformation require? How do we bring more agility into organizations? How does New York become livable? These questions plague the organizational realm and create an interplay of forces in which leadership plays a central role. Managers play a central role in organizations and therefore they exercise a healthy amount of influence on a successful start into the future. In extreme cases, they must expect to pass on a large portion of their power at least in part to others. Simultaneously, a modern leadership style is a requirement for retaining talents that wish to develop themselves in the organization 2. Therefore, we developed Leadership of Tomorrow. In our experience, these 6 skills can permanently change the leadership culture in an organization. 1 Detlef Gürtler (2013). Die Zukunft der Führung: Eine Trendstudie. [The Future of Leadership: A Study of Trends.] Zurich: Sonderegger Druck: SIB Swiss Institute of Business Economics, Documentation. 2 Kienbaum Consultants International GmbH (2017). Future Management Development Studie. Retrieved from:

4 The six core competences of the manager of the future are based on methods, models, and theories of which we are convinced:

5 6 Create a sense of purpose Purpose = motivation Commitment depends on purpose Generation Y and digital natives question actions Develop and convey purpose together Scharmer 6 sees the basis of future leadership qualities in the ability to break open our patterns of thinking, feeling and wanting. 5 Promote self-organization Agility that emphasizes the playful aspects and is closer to the market. Design of new organizational forms Holacracy, Laloux Initiate and design new work processes Scrum, Design Thinking Promote cross-functional thinking and action Bottom-up, not top-down 3 Frederic Laloux (2014). Reinventing Organizations. 4 Patrick Lencioni (2002). The five dysfunctions of a team. 5 Neel Doshi, Lindsay McGregor (2015). Primed to Perform. 6 Otto Scharmer (2016). Theory U Leading from the Future as It Emerges. Open Mind Open Heart Open Will Presencing 1 Communicate openly Communication creates management impact and facilitates stepping out of the expert role. Allow objections Promote collective intelligence Moderate decisions Ask the right questions Listen well, deep listening, Theory U Be open to new perspectives Network outside the box Is deeply embedded in our DNA for us systemic thinking and a helicopter perspective are a must in management. Transaction analysis supports maturation processes and autonomy. According to Laloux 3, future organizational cultures will strive for wholeness, self-management, and shared decision making for the employee. McGregor & Doshi 5 discovered in a study that the following three factors are necessary for absolute motivation: Play Purpose Potential 4 Design processes Vibrant processes of change instead of constantly new organizational charts. Introduce and keep changes alive Open and incremental approach brings better results Create stability in insecurity Be flexible and remain curious Systemic TA 2 Empower people Young employees especially desire autonomy and development. Grant individual responsibility and freedom Boost self-motivation and commitment Trust employees Recognize and utilize resources The team performance pyramid 4 according to Patrick Lencioni: Results Accountability Commitment Debate Trust 3 Establish a failure culture, adapt behavior There is no failure, there is only feedback. Initiate and manage feedback Grow together Modify actions

6 Personal development How do we unlearn behavior? And how do we replace it with something new? We promote a nuanced view of the individual to make the logic of our actions recognizable and open the perspective for new behavior. As coaches, we have already supported many managers worldwide in their development and opened new levels of effectiveness in management. Day-to-day management work with a tangible impact In-house management dialog What benefit does this new understanding of management bring? Where can I apply it? Which problems become solvable through this new understanding? How does the new experience become effective? Reflecting on these questions alone or with peers stabilizes new management behavior and enhances the development process. We support reflection through proven peer concepts. How does management talk about management? Knowledge sharing among managers strengthens the awareness of how leadership works in the organization and how it can be adapted to the requirements of people and markets. Here, we are at your side, helping you develop suitable formats.

7 Our Leadership of Tomorrow consultants have at least 15 years experience as leadership developers and have management experience themselves. And: our team of consultants is multilingual German, English, Chinese, French, Italian, and Spanish. Andreas Seitz was himself a manager and has been working since 2000 as a coach, trainer, and consultant for global organizations. He founded Be in touch GmbH in 2017 and is its managing partner. He specializes in guiding change processes and cultural transformation, leadership development, coaching management teams, and developing intercultural and cross-functional thinking. Mike Michels has been working for 16 years as a consultant, coach, and trainer for organizations at home and abroad. His strength lies in detecting the hidden potential and resources of individuals, teams, and organizations and accompanying them on the road to mastery. As a result, he has supported numerous Fortune Global 500 organizations in implementing leadership programs and organizational development. Sabine Bürscher has been working as a consultant, trainer, and coach since She specializes in organizational and team development and working with managers. She loves people and their stories and the diversity of human development. It is important to Sabine to work in a resource-oriented manner. Furthermore, analytical ability and structuredness paired with great empathy and humor are her strong points. Dragan Milicevic brings with him an immense wealth of experience as a facilitator, management trainer, coach, and licensed psychologist. He has been working with powerhouse individuals at board, divisional head, and executive level and leading global consultants on all hierarchy levels. His psychology background, various coaching certificates, and cumulative competence make him a credible and recognized partner. Julie Forbes has been working internationally as a consultant, coach, and moderator for 16 years. Her specialty: transformational processes. She aids managers, teams, and organizations in getting deeper access to their resources to act more effectively. She enhances existing strengths with the aim of guiding organizations to sustainable growth and making people more content. Julie Forbes lives in Santa Cruz, California. Maya Hu-Chan primarily specializes in global and intercultural leadership issues. Maya is regularly named among the Top 8 Global Solution Thinkers, the Top 30 Leadership Experts, and Top 100 Opinion Leaders on leadership matters. Maya has coached thousands of managers from Fortune Global 500 companies since Harvard calls her book Global Leadership an especially recommendable read. Maya speaks Chinese and English. Be in touch GmbH Leadership Team Organisation Gottesweg Cologne, Germany Tel Fax info@be-in-touch.net