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My own experience with OKR – When we started with OKR, I was skeptical. Another new wave? What a lot of effort! My attitude: I know what I have to do! In the past, I sometimes caught myself losing focus. What was still an A priority in the course of permanent change and what had become even more important in the meantime? Because it wasn’t clear, I sometimes put off important tasks, blanked them out until they caught up with me.
In teams, after reorganizations or other major changes, the sense of „we“ is often lost, and communication suffers. In „corona times“ and increasingly virtual collaboration with teams distributed across different locations or home offices, collaboration has not become easier either. Some employees have never even seen each other in „real life.“ Managers are now required to work with their teams. Often, they consider take only the „hard facts“. Team actions that are fun are often not taken seriously.
But how can you trust someone you only know from work as a colleague? Someone with whom you have never laughed? How to value someone fully if their strengths are not visible? How to foster their potential in the best possible way?
There are many possibilities for developing the personal strengths of individuals. If you want to make a direct and personal contribution as a manager, coaching and mentoring are very suitable and have a proven track record in many organizations and situations. When can you act as a coach? As a coach, you ask many questions and widen perspectives. The coachee (or client) is therefore the person who is enabled by the coaching process to develop their own solutions to their own questions.
How do you recognize a sick person? Pale skin, dull eyes. The sick person is preoccupied only with himself/herself. Loud wailing or silence. The strength is fading. Everything seems to be fighting against each other from within or has resigned. Perception of symptoms, pain, but often unclear cause. There is little communication and if there is, talking about the pain. The entire body is vulnerable and powerless.
An ill person is not very attractive to others. People intuitively keep their distance so as not to become infected, not to have to endure the wailing and the sad sight.
I am not Elon Musk. Or more accurately, we are not Elon Musk. That statement is harsh, seeing that a big vision is often only made possible by a big ego. Elon hardly needs real results for that either. He doesn’t need to be a good person or a good leader. He merely needs great ideas that can be combined with strong emotions and linked to a charismatic person, with seemingly unswerving belief in himself and his vision. But I am not Elon Musk. We don’t make promising technologies ourselves. We use them.
Looking to a positive future instead of dwelling on mistakes
Feedback is a great way to give people an evaluation on perceived behavior. If the „feedback rules“ are followed by both sides, it is a wonderful tool that can constructively defuse conflicts and enable development.
The feedback rules include a factual description of the perception, the effect of the behavior on me as the feedback giver, and impulses for improving the behavior from the feedback giver to the feedback receiver. An appreciative attitude on the part of the person giving the feedback is a basic prerequisite. Positive aspects in the feedback are crucial so that it can be accepted in its entirety. Otherwise, the reptilian brain (in English much more charming: „Crocodile Brain“ or „Croc Brain“ for short) immediately goes on the attack or defense.
When I talk to CEOs, they are often looking for qualified women for supervisory board positions or for management. It’s not just a matter of meeting political targets. It is simply necessary to get more women into management positions. Diversity is one of the key factors in the „VUCA world“, where volatility, uncertainty, complexity and ambiguity are increasing constantly. Companies in a complex environment, where rapid adaptations and innovations are necessary, will hardly survive if their leadership is purely white and male. This realization should slowly have reached all levels of companies with future aspirations.
Why, nevertheless, do (too) few women become C-Suite executives?
Change management does not turn the caterpillar into a butterfly. There is a need for change, so maybe the caterpillar grows hair. The next change is coming up and maybe the caterpillar develops stripes in signal color to protect itself from predators. A change leads from an initial situation A to point B and is largely plannable.
A transformation is more. The caterpillar dies to rise as a butterfly. A butterfly will never be a caterpillar again. The butterfly is a holistically new being. The transformation is complete.
Nur durch die richtige Kommunikation in der Unternehmensentwicklung wird Dein Unternehmen erfolgreich und prosperierend, mit hohem Umsatz und noch mehr EBIT.
OKR sind ein Beitrag zu mehr Agilität in der VUCA-Welt und einer gesunden Unternehmenskultur. Zusammenarbeit im Team mit qualifiziertem Feedback ist nur möglich, wenn ich weiß, was der andere tut.
In Teams geht nach Reorganisationen oder anderen größeren Veränderungen häufig das Wir-Gefühl abhanden, die Kommunikation leidet. In „Corona-Zeiten“ und zunehmend virtueller Zusammenarbeit in auf verschiedene Standorte oder Homeoffices verteilte Teams ist die Zusammenarbeit auch nicht leichter geworden. Manche Mitarbeitende haben sich noch nie im „Real Life“ gesehen.Führungskräfte sind nun angehalten, mit ihren Teams zu arbeiten.
What can a good boss do? “Sing in a rock and roll band” (frei nach “Street Fighting Man” von den Rolling Stones) oder Coach, Mentor, Mentee oder Sponsor sein.Für Personal- und Stärkenentwicklung einzelner Personen, gibt es viele Möglichkeiten.Wenn Du als Führungskraft direkt und persönlich einen Beitrag leisten willst, sind Coaching, und Mentoring sehr gut geeignet und haben sich in vielen Unternehmen bewährt.Wann kannst Du als Coach tätig sein?