21st-century leadership means saying goodbye to fixed structures, values, and certainties. It means managing highly complex and dynamic environments and working with individuals globally and interlinked on real-world and virtual levels. And it means, to recognize the employee as valuable capital – and to treat them as such.
Many business and economic processes accelerate and hence change conditions for companies. These changing parameters, caused e.g. by a merger or by altered market conditions, can require a continuous adaption of the company’s strategy and structure. And they require a leader, which leads people through this transition and manages the change.
In challenging situations of life or in the job, coaching is one of the most effective consulting and development methods. In executive coachings, a person’s solution oriented problem- and self-reflection is stimulated so that he or she can develop solutions on their own without being provided with suggestions by the coach.
A company is only as good as its employees. Yet, it isn’t enough, to hire a number of excellent individuals and experts. Many tasks can only – or at least a lot better be worked on in a team, especially with increasing levels of task complexity. Efficient teams, however, don’t fall out of the sky. But they can be developed. Through group and individual conversations, workshops, and trainings, processes and structures within a group can be developed and optimized, and hence a more efficient collaboration enabled. Lived leadership is necessary.
Conflicts cost people a lot of strength and time – and the company a lot of money. In situations, in which people interact with each other, however, conflicts can never be entirely avoided. Even more: they are an integral part of any coexistence. The goal, therefore, isn’t an entirely conflict-free environment, but rather a constructive, satisfactory, and sustainable handling of conflicts. This not only includes coping with the conflict itself, but also the establishment of supporting and coordinating structures.