The rapid changes in the working world and thus in the management business have destroyed many previous certainties. At the very least, however, there is certainty: the management work becomes more complex, the competence profile of modern management is more demanding. Can the leadership of the task of developing into an “egg-laying wool mill” still be justified? It should be borne in mind, however, that the omnipotent always runs the risk of understanding everything, but without penetrating into the depths. How to exclude the risk of the dilettante all-rounder?
Accept and cope with complexity
The complexity of the knowledge and information society is growing and is probably irreversible. It overcomes managers and managers: they are exposed to complex contexts whose diversity and confusion can in the worst case be debilitating. And indeed: every day, examples show the inability of politicians and executives, in particular, to find themselves in an increasingly complex reality.
Close competency
They are all too closely bound to a linear thought which proceeds from A following B and from B C. Catastrophic theorists, chaos researchers, biologists, chemists and climatologists have shown that complex systems never behave linearly because there are negative and positive feedbacks, Which can hardly be prognosticated. Processes, once started, can not be revised and unfold an uncontrollable dynamic.
Running the virtual space
What to do? The question of whether executives can meet the growing complexity of tasks is easy to answer: Yes! Because of the facts that are created daily by reality, they have no other choice - according to the pragmatic reasoning. Larmoyant's head-in-the-sand stakes does not help. Rather, executives should take advantage of the opportunity to acquire the skills they need to help them meet their responsibilities.
Employee needs-oriented motivation
The AchieveGlobal study "Leadership in the 21st Century" has shown that a modern executive should be fit on six areas of competence. These include the power of reflection (analysis of one's own motives, views, attitudes and actions), value orientation (principles such as fairness, respect, the importance of "superior well-being"), as well as the appropriate approach to diversity and the diversity of people >
Added to this is the "creativity and innovation" field, the ability to establish trustworthy relationships and connections with other people, and the ability to further develop the company in such a way that it can hold its own in the market
Of course, this recollection reminds us again of the egg-laying Wollmilchsau. The appropriate response is to carry out a constant comparison between the target and actual state of the competence and to close the competence gaps. Specifically, if a manager is aware that she does not have the skills to lead an international team that is no longer on the ground, but only virtual in the virtual conference room, she must acquire the appropriate qualifications
Conferences and meetings were regarded as a very effective phase-out model already in the "old world". Today, virtual videoconferencing, microblogs, wikis and virtual team rooms are on the rise. But employees who sit in the offices in Rio de Janeiro, Tokyo, Frankfurt and London, to motivate themselves by videoconferencing to cope with a task, wants to be just as learned as giving the feedback via Twitter. Especially when leadership is among the older semesters and has not grown up with social media.
Leadership must close this competency gap and be prepared to be as professional in the chat room as in the meeting room, where she and Schmitt face-to-face moderately discuss a constructive motivation discussion with the chessroom on the chatroom.
A further AchieveGlobal study demonstrates an additional complexity: the study describes the results of the researches on self-determination theory, ie self-determination theory of motivation. Thus, the benefit of external motivation lies in the short-term performance increase of the employee. This, however, is rapidly becoming a reality: an adventure incentive or other material reward usually does not lead to long-term motivation. This, according to the Self-Determination Theory, lends only the inner motivation.
The task of leadership is, therefore, to create working conditions that lead to sustainable internal motivation. This comes about when the manager takes into account the psychological basic needs of the employees. Specifically, in the need-oriented coaching, the executive will pay attention to the competency, affiliation and autonomy needs of the employee.
An example: inner motivation develops when an employee knows that his work and his competences lead to acceptance within the team. This confirms that he has abilities to help the group. The team, in turn, rewards this by giving the employee the sense of belonging.
In other words, if a manager is able to address the respective motivation button of the employee and fulfill his / her need for competence, affiliation and autonomy, this leads to internal and sustainable motivation. And once the inner motivation fire is ignited, it can also use external motivators to further augment the needs.
The importance of partnership and appreciating leadership is growing rapidly. Employees who are recognized by the head and are constantly receiving feedback on the quality of their work are more likely to identify with their work, their employer and the company. Here, too, the need-oriented coaching approach helps further because the employee, who is not simply an employee of an activity, is able to finance his livelihood and cover his material needs. The employee is concerned with more, namely the fulfillment of fundamental, indeed existential, psychological basic needs.
Everyone would like to be valued as a competent employee, feel part of a group and work independently. In order to be able to provide leadership in the management of employees, it is important to shape the framework conditions at the workplace in such a way as to make this assessment possible.
Holistic conduct
The fields, all of which are subject to an ever-increasing degree of complexity, prove that nothing can be done without the will and the willingness to lead lifelong learning and continuous development.
The basic prerequisite is, therefore, a curiosity for the new and unusual. There is nothing worse for modern leadership than resting on the achievements. What is now recognized as the right strategy is proving to be a counterproductive tomorrow. Or to say with Heraclitus: Everything flows, everything is in motion. The highest degree of flexibility and adaptability is required.
What is decisive is, therefore, the development of the personality of leadership - the "work" of its convictions and attitudes - which contributes to the fact that it does not see the increasing, indeed overbearing complexity as a threat and a threat, but defines it as a challenge
Continuing education as a prerequisite
Take care of yourself with care
In February 2013, the "Stressreport Deutschland 2012" provided for a look. According to this, the United States's workers and managers belong to a people of permanently stressed and exhausted people. The Federal Institute for Occupational Safety and Health has asked 18,000 people for the report.
The stress report shows that many managers can not help their stressed employees because they themselves are under considerable pressure. "This makes it difficult for executives to lead health-promoting", says the report.
And that is why, last but not least, it belongs to the tasks of leadership, the principles of a health-promoting leadership, first of all to relate to dealing with oneself. Even the management thinker Peter F. Drucker knew: "Who can not lead themselves can not lead anyone at all."
Conclusion
In the end there is a paradox: with all the complexity of the management work, concentration on the essentials is necessary. For the flood of information and knowledge that comes upon us every day does not lead to a decision-making disability. Sorting out, separating important from unimportant, separating from obsolete knowledge - in short, "de-learning" is called for.
The leadership, who has a clear vision and clear objectives that guide them through the thicket of information overload, can always reassure themselves whether they are on the right path, or "their" way
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