Schlagwort-Archive: Cooperation

The conductor does not only set the beat

The Berlin Philharmonics consist of more than one hundred twenty musicians, who are led by Sir Simon Rattle. This is an enormous manager-to-staff span compared to business managers. Even if you divide the symphony orchestra in 16 instrument groups with the respective concertmasters, still the conductor has to lead each and every musician directly within the rehearsals and concerts. At the latest, when we think about Igor Stravinsky, we will recognize that the conductor makes more, than setting the beat.

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Executives should also not only be limited to the beat. The following aspects have an important role in leadership, independently of the leadership style that one exerts.

  • Self management
    The largest task before you lead others is to steer yourself. A natural bias makes the neutral look at the own mental states and actions difficult. Only considering the own roles and the associated aspects, like convictions, abilities and actions, enable you to demand and promote the employees.
  • Conception
    The idea that leadership is a task independent of contents does not fit any longer into current times. The leader has to take care of the development of new approaches. The efficacy of the employees is determined by the basic conditions, like consistent goals and the clear description of the tasks. For this purpose it is critical that the executives have a content-related mental map of their field.
  • Coordination
    Leadership that reduces itself to practicing a given power does not fit any longer into today’s business reality. The actual control of organizations takes place through a positive harmonization of the interests of the involved people. Besides the applied mechanisms (e.g. agreements, result orientation, Linking pin) a structured change management and a lean control system (Governance) determine success or failure of the initiatives. Coordination works best at eye level.
  • Communication
    The dissemination and the mutual exchange of information within the nervous system of the organization are the basis for a viable and flexible business. This is where you can experience the real communication culture – the speed and preciseness of the information flow. Knowledge that is power, does not exist any more in an open information society, since the employees can get more information, than bosses could ever stockpile for their personal advantage.
  • Cooperation
    The biggest effect leaders achieve with the design of the internal and cross-functional cooperation. It becomes especially crucial, when the dedication of many people is needed, in order to achieve a joint target. Workshops are the framework for developing integrated strategies and business models as well as improving the culture of the enterprise. Without an appropriate infrastructure (e.g. meeting corners, beamers, whiteboards, on-line forums, video conferences) the breeding area for the work is missing.

The additional aspects of leadership, like the performance review, the employee interview, and the job description also have to be fulfilled. The classical HR instruments set the beat. However, effective leadership needs more (see above).

Bottom line: The current dynamics and the fast pace require more than the application of the classical controls. The appropriate self-awareness, paired with a level of conceptual imagination, the employment of the right coordination mechanisms and a reasonable openness in communications create the perfect place for business. It is crucial that the conductor does not only set the beat.

The biggest mistake in Change management

The world changes the Homo sapiens and the Homo sapiens changes the world. And for sure these alterations happened with pain. Who really knows how many people burned their fingers with the discovery of the fire or struck their fingers painfully in the invention of hand axes. Innumerable humans paid with their life the spreading and the changing of religions and political systems. If today enterprises introduce huge changes, many employees are concerned. Nevertheless the leading team makes again and again the largest error in Change management.

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Everything starts with change pressure. This results from the will for change or the psychological strain of the management team. Depending on whether the decision makers want to new or away from unwanted procedures and behavior, they have to overcome different hurdles.

Heading for new shores contains much positive energy. This eases the definition of the direction. The way out of problematic routines has to overcome more negative energy, in order to find its way. In both cases it is important to bring the strategy into a structure, so that the concerned people of the involved areas understand what has to be achieved.

The participation is an important pre-requisite, so that the new ideas have at all an opportunity to be realized. For this purpose, the integration of the people, who have to change, is crucial at an as early as possible stage. The transformation, in which the target group participates in the development, can be easier realized.

Change always happens in the mind of individual people. The proverbial „Nuremberg funnel” unfortunately does not exist. Everybody has to achieve the transformation by themselves. Managers have no other chance than ensuring attractive perspectives for all people.

Some management teams believe that it is sufficient to define the direction. The employees have no other choice than going along with the change. Unfortunately this is not the way it goes. The resistances that unfold unnoticed in the daily business can prevent the complete initiative.

Many limit themselves to lavish marketing and communication measures. They hope that the prepared messages convince the employees to join in. For an inexplicable reason, they however avoid the direct contact to the target group. Therefore it is important to establish feedback channels that allow determining difficulties before they grow and than will only be dissolved with very large expenditure.

Effective Change management worries about the smooth operational sequence of the activities. For this purpose the direct contact to the working groups and the target people is important. The biggest mistake in Change management that the leadership team can make is to stay away from the target group during the changes by only involving representatives. That way you do not get the necessary feedback that would facilitate to adapt oneself to the new world for all involved people.

The following aspects lead to hurdles and abysses that overload needlessly the transformation.

  • Too little information,
  • Too little participation,
  • Too little cooperation and
  • Too little listening to the concerned people.

Bottom line: The biggest mistake in the Change management is not to consider the target areas. Frequent publications and official endorsement by the decision makers as well as an intact mutual exchange of opinions and mental states are the basis for successful changes.