Better leadership makes every organization more effective. Always.
Good leadership is a central lever for performance for the simple reason that it reaches all employees, motivates them and aligns their actions with the goals of the organization, thus making the organization larger than the sum of each individual. We have experienced this in many projects with our clients, and they with us: That's why we were once again distinguished as Hidden Champion in the area of Leadership & Organization in 2020.
Familiar as well as new challenges
Some management requirements have remained essentially unchanged for decades. Recent technological and societal changes, however, demand far-reaching leadership and managers, for example:
Shorter product and technology cycles increase speed and thus uncertainty. Experience and knowledge lose value more quickly, and managers are less and less aware of the answer. They need to do much more to help you safely navigate this uncertainty as well as continuously develop the skills of themselves and their team.
Agile working methods and organizational principles lead to the creation of hybrid organizations, which are partly organized traditionally, and partly in ways which are more fluid. Therefore, managers must know both worlds, and be able to shape and maneuver within them.
In many sectors, the labor market has become a supplier market. Companies must offer something to top employees. In surveys, a good leadership is repeatedly listed among the top three factors.
Due to these and other similar developments, our customers have been increasingly asking us about tomorrow's future of leadership and leadership development for some time now. We find answers to these questions individually for each customer, usually in projects that deal with the following three topics.
Good leadership is only effective if all employees of an organization have a common understanding of what it means. Only then can employees from different departments be assured that comparable standards apply throughout the organization and management effectively support mobility and agility within the company.
In many projects, we have assisted in developing an organization-wide leadership concept, thus establishing a common understanding of good leadership. We base our analysis on a diagnosis of the status of leadership in your organization, using existing data (e. g., from employee surveys) and, if necessary, also conduct our own surveys.
We develop a common understanding of good leadership in your organization with you, your executives, your employees and key stakeholders such as employee representatives. Through this broad integration, we ensure the first step towards sustainable anchoring. In doing so, we bring our clear understanding of the elements of good leadership and knowledge of the future challenges for leadership into the discussion.
Paper is patient - even that on which guiding principles are printed. However, a leadership model can effectively change leadership in an organization if it is actively supported by a considerable number of managers and followed in day-to-day business. When this is the case, it even becomes an essential lever for shaping change. The success factors here are intensive communication, which can be experienced by all involved, the anchoring in important personnel development processes as well as the alignment of leadership training with the new mission statement.
We empower your executives by making it possible for them to experience the transformed understanding of leadership at all levels along the cascade. Therefore, feedback of the employees regarding management is automatically send back to the top.
Good leadership must also be rewarded. To this end, the content of a management understanding must be anchored in human resources processes such as talent management, performance management, compensation and benefits, assessment, management feedback and employee surveys. And of course, the skills of managers should not be disregarded.
Today's executives are exposed to daily challenges due to rapid technological change, new business models and the resulting uncertainty. The way these are handled determines the perception of those who lead them. Awareness of their abilities and skills to master these challenges also determines what they can pass on to future leaders.
In addition to traditional management tasks such as setting priorities, distributing scarce resources, making and communicating (even unpleasant) decisions and developing employees, new skills are becoming increasingly important. For example, managing agile teams, collaborating in networks with fluid team setups and boundaries, or dealing with the increasingly shorter half-lives of knowledge and experience.
undconsorten has helped companies and non-profit organizations from many sectors prepare their management teams for new challenges. The approaches include, for example, implementing their own leadership development programs, designing learning architectures including the integration of off-the-job and on-the-job development, promoting intensive self-reflection, coaching and mentoring programs as well as newer approaches that focus on the entire team instead of the individual manager. The decisive factor for selecting approaches is always that they suits our respective clients.