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"Die Menschen stärken, die Sachen klären" - ist für mich ein Leitmotiv; Rahmenbedingungen…
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Jan Myszkowski
How to #lead now... 16 experiences how to lead in change. Today #4: IT'S IN YOUR HEAD. ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: If I can take a penalty like Lewandowski or Modric did a few days ago, then I have two options. First of all, I'll say that I'm probably really nervous because everyone is watching. But at the same time, I've been chosen to take the shot. That means a certain expectation, appreciation, but of course huge pressure. Now it mainly happens in the head and you can see it like this: man, that's a huge goal, I can shoot from the bottom left, top right and so on. I see a huge opportunity or I see a problem because the guy is there, dancing around it, looking at me strangely, so I always see these barriers and the same applies to change. You focus on these opportunities or on the barriers. You can't ignore one or the other, but this basic attitude is important because it transfers to the team, to the thing itself and so on. So I always try to see it positively, with respect for the negative.
2 Kommentare -
Jan Myszkowski
How to #lead now...CREATE. 16 experiences how to lead in change. Today #15: CREATIVITY ROCKS. ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: Fifteen. #Creativity. Very, very important. I spoke to a person who writes creativity books. He travels around the world and tries to find out how to be creative. How do people do it? Very interesting. And that's my way of explaining it. So, we have 26 letters, at least in German. And then there are endless stories, endless books, it never ends. That's because of creativity. Then I have twelve notes, like on the piano the white and the black keys. And you all know an infinite number of melodies. Classical, jazz, hip-hop, everything possible - because of creativity. And the same with numbers 0 to 9, I can calculate the flight to the moon, I can calculate GenAI, etc. - because of creativity. That means when someone comes and says: I need more people, more money, etc. Then I always say: wait, maybe you can solve that with creativity. Because creativity needs very, very little input, very little input, but it needs the space, this empowerment, etc. And then you can do things that can deliver infinite return on investment, with very, very little input.
2 Kommentare -
Anja Theile
"Coach sein kann jeder…“ Ich bin dankbar und stolz, meine PCC-Zertifizierung (Professional Certified Coach) von der International Coaching Federation (ICF) erhalten zu haben! Im Verband bedeutet dieser Meilenstein: 👉 Über 500 Stunden Coaching 👉 125+ Stunden ICF-certified Coaching-Ausbildung 👉 Das Bestehen einer strengen dreistündigen Prüfung Für manche mag dies nur ein Zertifikat sein, aber in der Welt des Coachings bedeutet es ein Engagement für hervorragende Leistungen und eine Verpflichtung, die höchsten Standards in Praxis und Ethik einzuhalten. https://lnkd.in/e8KZ6wrH Für mich persönlich ist Coaching nicht nur ein Job; alle, die mit kennen wissen, dass es meine Leidenschaft ist. Es erfüllt mich, 💫Teams in Veränderungsprozessen Stabilität zu geben 💫Vielfalt und Integration in unseren Organisationen zu fördern 💫 Sozialen Organisationen mehr Leichtigkeit für ihr gesellschaftliches Engagement zu bringen 💫 Konflikte zwischen Kollegen und mit Vorgesetzten zu begleiten für eine bessere Balance zwischen Ich- und Wir-Bedürfnissen. Makes life easier! Vielen Dank an alle, die mich auf dieser unglaublichen Reise begleiten: ORSC-Wonderones&Faculty, Family&Friends, my Lawyer (kleiner Scherz 😝), meine Klienten-Teams und Konfliktpartner für euer Vertrauen in den Prozess. Lasst uns gemeinsam feiern! In den nächsten zwei Wochen biete ich 10 kostenlose Coaching-Gespräche für Konfliktsituationen im Business an. Wählt euch zu zweit oder allein ein. Welcher Konflikt belastet dich? #teamcoaching #PCC #ORSC #ICF #Konfliktgespräch
34 Kommentare -
Jan Myszkowski
How to #lead now...SELLING. 16 experiences how to lead in change. Today #13: HOW MUCH SELLING IS POSSIBLE AT YOUR COMPANY? ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: Then, when I have all that, I need sales. I still have to sell it. And that's often how it looks. Normally, if you imagine all that away and just keep the dimensions, then every company shows: we grow more or less from bottom left to top right. But in reality, when you talk to sales, it looks like a labyrinth. That means there is some kind of strategy. Then there is some kind of pricing strategy. Then there is product strategy, then there is territorial protection and this and that. That means that this sales person has to go through the labyrinth, ideally somehow to the top right. And as a manager, as a leader, I have to see how I can make his life easier. Because a good sales person actually has to do sales and not just look for a way to get back up to the right. And that's really important for me too: after I've spoken to customers, I have to talk to sales next. What do you see? How do you work? What bothers you? Because in the end, as they say, a company doesn't survive from the products it develops, but from selling them. And if the sales department can't do that, or can only do it 50% of the time, then that's obviously bad.
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Jan Myszkowski
How to #lead now... (english transcription) The first question for me was, how does something new come into the world? Everything is basically occupied, the brain is full, the hard drive is full, the calendar is full. How does something new come into the world? And for me it is basically this overlap. Why? Because there are people who say: hey, man, we could do that, we have aspirations, visions. We can fly to the moon. Like Elon Musk, he also has the craziest ideas. Children have the craziest ideas: where would my extra two eyes be if I had four eyes. The adults say: behind my head. The child says: here in my throat, because I could see my heart. So, it's really easy to go crazy. And there are people in every team who say: hey, man, why don't we do it like this and like that and like that. Of course there are others who say: aha, data protection, legal issues. We've already done that. We don't need it and so on. And the new thing for me arises exactly in the middle, from this AND. And as a manager I of course sometimes have to make a decision and not make everyone happy, but the more overlap, the more sustainable the new thing will be. And that is practically my experience number one.
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Liane Stephan
From "I" to "WE-silience" I'm excited to discuss the critical #future #skill of resilience, evolving from individual to team to organizational levels. In our current era of polycrisis, building #resilience is more crucial than ever. Discover the 12 key resilience skills and learn how to shift our inner states to thrive amidst challenges. It's not just about personal strength but also about cultivating adaptability to navigate external circumstances effectively. Join the conversation on building a resilient future together!
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Chad Bareither
Resilience takes both Leadership and Systems ... but ... Don't take resilience as a band-aid fix or easy solution. Resilience is the ability to adapt to changing conditions. It is how flexible your system can be and still maintain standards. Caught up with my former colleague Julian Siegmund for his take on Resilience and had a relevant example to show the difference with COVID supply chain disruptions. What's your take on resilience? What operational issue have you seen met with more band-aids than real fixes? When you approach your biggest challenges with The Focus and Align Framework you get sustainable solutions and a more resilient organization. You #improveLESS ... and get better results. #lean #sixsigma #processimprovement #continuousimprovement #operationalexcellence
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IT Revolution
Transformational leadership is crucial for driving successful organizational change, but what does it truly entail? The paper "Transformational Leadership: A Quick Start Guide" by John Esser, Sr., Dr. Nicole Forsgren, Chivas Nambiar, Julia Wester, and Dan Zentgraf offers valuable insights. At its core, transformational leadership revolves around five key dimensions: 🔎 Vision: Clearly communicating and aligning everyone around a desired future state. 💬 Inspirational Communication: Expressing positive, motivating messages that build confidence. 💼 Supportive Leadership: Showing genuine concern for employees' needs, not just work-related matters. 💡 Intellectual Stimulation: Enhancing employees' interest in problems and creative problem-solving skills. ⭐ Personal Recognition: Using incentives and acknowledgment to encourage desired behaviors and a culture of learning. Crucially, transformational leaders must move beyond outdated practices like annual reviews and forced rankings. They need to gain scientific insights into employees' evolving needs and build exceptional workplaces that foster collaboration and outstanding work. Read more:
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Robin Speculand
What does strategy implementation mean to employees? Despite the strategic picture being painted by the leaders through their promises of a rosy future, strategy implementation translates to two words to employees… MORE WORK! Not only do they have to continue doing their normal jobs, but now they must also take additional actions to start implementing the new strategy. We are constantly adding to employees' workload without subtracting anything. Best practices from top-performing companies to create the required space to take the right actions include: 💡 Identify the current actions that are now obsolete as you implement the new strategy, such as products that are no longer being sold or customer segments that are no longer being targeted. 💡 Reduce the number of meetings employees have to attend. On average, one-third of meetings do not add value. 💡 Empower employees. Empowerment has been around for many years but takes on a new burst of energy when implementing in a digital world, as numerous policies and procedures have become obsolete, and employees need to be able to work smarter rather than harder. 💡 Enable employees for success by providing them with new skills and techniques, such as data translation, coding, and design thinking. 💡 Ensure employees have the required resources. A digital transformation typically requires moving one-third of the resources within the organization to support employees' taking the right actions. 💡 Allow employees to choose their own actions. When they do, they are up to five times more motivated to take the action. Discover more easy-to-adopt tips and techniques in my new book, “Implement Doing It Right in a Digital World.” #digitaltransformation #digital #strategyimplementation #worldclassimplementation #Implement
12 Kommentare -
Sven Hultin
Are you value-driven? I am. My values are internalized in KLINGEReyes orbiting curiosity, creativity, compassion and courage, along my journey with you, clients, colleagues, employers and friends. to explore adapted organizational capability together, leading to gritty habits with high impact. We play multiple roles across constant context swiching in smaller organisations know as teams, with a unique capability: a family, a boat club, being a citizen. I realized I was "more Italian than Swedish" years ago, It was a relief to be myself. We should embrace our values and maybe even explore our own meaningful purpose. You may not have it documented but you would benefit to know yourself, if nothing else to safeguard your integrity and sanity. I will coach you! Alternativey capture Your Professional Reputation YPR AB with Per Frykman! Working with multinational outsourcing, at all levels, almost 30 years, selling capability that previously did not exist, we always assessed the combined values in each transition team resulting in a team conduct charter. It worked if the delivery project executive AND the client sponsor valued people AND believed in proper change management. If not we always experienced at least one disaster. I've made many team charters so far. It's extremely underrated.. As a coach, advisor, consultant or entrepreneur, I benefit when finding common ground with each client, individual, team or organisation. In action and the way I speak I can better sanction my input to make it stick like "when in Rome, speak like Romans". Our share values is the glue ties us together in the fluid organisation, like the repetitive patterns representing chaos theory. Find common ground with the tools and credentials you use, their originators to safeguard their property rights. As a certified coach I'm not just a coach. I represent the International Coaching Federation. I take great pride to abide&pledge an oath to the ICF Ethical conducts and Values of integrity, excellence, cooperation and respect. There's huge overlap with my values curiosity, compassion and courage but not with creativity! Hence I must keep my mouth shut, a big challenge for me as coach. This logic applies to all in roles with skills in the dynamic VUCA organisation. Understand each team values you partake with! In my case I informally associate myself with ecosystems around Strategyzer, The Cynefin Company, Fearless Practitioners, Mind, CoachCompanion etc. plus my sponsoring clients and any team I create something with: off shore sailing, theatre production, coast rangers. How big of an overlap is there? How does my reasoning and communication style align? What can I leverage? What do I need to hold back? Is my integrity at risk? If unsure, I have a very simple rule of life: Don't be an a$$hole! This can be interpreted two ways with double materiality impact: Don't be a value NOR an emotional drain! Make a great day! https://lnkd.in/gKG4sCKR
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Nici Butchart
Mind-wandering: ever wondered about the speed at which we speak and think? 🤔 My latest drawing, inspired by a #GenerativeLeaders conversation with Servane Mouazan ICF PCC and Julia Rebholz, shows the contrast: we speak 💬 100 words per minute, but our minds race with 900 thoughts 💭 per minute. Research by Killingsworth and Gilbert (2010) supports this, revealing that our minds are constantly active, with about 47% of our time spent in #MindWandering —thoughts unrelated to our current activity. The dynamic nature of our inner world is funny yet profound. While we carefully choose our words, it's quite likely that the listener's mind is off on its own mind-wandering adventure. Connections, reactions, ideas, resistance, insecurities? In other words, we listen from the inside out. When was the last time your mind went on an adventure? Was it while you were listening to someone talk? Join the Listening World Summit this weekend to hear more about the power of listening. Whether you're speaking or listening at this event, Innate Health Research wants to hear your views. https://lnkd.in/eDTBZgyS Sketched by me ✏️ #InnateHealth #3Principles #VisualMinds #MentalHealthResearch Kateřina Fišerová Kateřina Černá
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The unFIX Company
As leaders and managers, you are often confronted with problems; some are easy, some complex, and some are even wicked. But what exactly are #wicked #problems, and what is their relevance to leadership and management? In our newest #unFIX E-Learning Course, you can gain the necessary insights: 1️⃣ Understand wicked problems and their relevance to leadership and management 2️⃣ Grasp key concepts of systems thinking and complexity science 3️⃣ Learn to use the Wicked Framework to assess and tackle wicked problems Join now with a 50% discount at https://lnkd.in/eUBM6qwF
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Clare Norman MCC
Train with an MCC and author of Mentor Coaching: A Practical Guide on an ICF-accredited programme to become a (more) masterful mentor coach. Starting 1st October. "I hoped the Coach Mentoring programme would bring me clarity, confidence, direction, and renewed enthusiasm for coaching (not a lot then really). It didn’t disappoint. Clare’s teaching is simple, yet thorough and considered, and I loved the mix of experiential practice, education, and shared examples". "Many people promise to give step-by-step guidance but still leave you wondering what to do next. Clare’s Coach Mentoring offering is different. At the end of the workshops, I knew what to do". *Are you driven to professionalise the coaching industry? *Are you motivated to share what you have learned with other coaches about what makes great coaching? *Do you see a need for coaches around you to sharpen their edge? *Perhaps you relish the idea of learning more yourself by mentor coaching others? *Or maybe you are looking to develop your business and add an additional revenue stream? Registrations close on 30th August. Register now. This is the last programme I will be running, as I move my focus to other coaching-related programmes. Don't miss out on this chance to train with me. https://lnkd.in/eTPxJerx
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Shahrzad Nooravi, PsyD, MCC
Inclusive Action-Oriented Meetings Unleash Collaboration and Innovation: Three Easy Steps for Hearing all Voices I recently facilitated a workshop on how to create a more inclusive culture. I asked participants to describe what it feels like to be included. The words they used are below. Effortless | Making courageous changes | Effortless | Seen | Respected | Safe | Needed | Humility | Empathy | Others are included | Flow | Container | Family | Natural | Appreciated | Acceptance | Contribution | Voice to change | Hope | No need for code switching | Valued | Access to creativity | Understood | Validation | Hopeful | Freedom | Not hiding self | Collaboration | Warm | Comfortable | Talent together | Unleash | You feel seen as parents | Heritage recognized | Happy | Grounded | Opportunity | Talent recognized and complemented | Motivated | Trust | Acknowledged | Connected | Excited – this is not just work! Three easy to tips to create more inclusive meetings are: 1) Send a detailed agenda in advance. This will help introverts and those who want to come in prepared after doing their own research. In the email, let everyone know that you value all their voices and will be going around the room to ask their opinions on the subject at hand. Note that this is for action-oriented meetings and not status meetings 2) At the meeting, set up guidelines for your time together. They can include that you encourage: Openness, curiosity, making space and taking space, positive energy, respect, being concise, etc. 3) When you open up the topic, make sure to hear from everyone. If someone violates one of the guidelines, gently point that out and restate what they said in a positive manner. For example, worst case, if someone says, "This meeting feels pointless and is a waste of time!" you can say, "I'd appreciate if you can make sure to be respectful in your language. That being said, share with me what you are looking for." This shows that you respect the person and want to respond to their needs and at the same time, maintain boundaries and a positive environment During the meeting make sure to encourage participants to share their unique perspectives. Wrap up with next steps, accountabilities and timelines
1 Kommentar -
Montserrat Asensio - PCC,ORSCC
Yesterday, I attended the insightful webinar "The 3 A's of Coaching: Adjectives, Adverbs, and Absolutes". It was a powerful reminder of the idea that "words create worlds" (not my words, but Daniel Olexa, MCC, CIHt's) and how, as coaches, we can reach new levels of awareness by focusing on and exploring how clients qualify their reality and goals. One key takeaway for me was the immense power that words have. By paying attention to the qualifiers our clients use, we can open doors to deeper exploration. It struck me how sometimes clients can feel blocked when directly asked about their goals or issues. However, by probing into the why and what for behind the adjectives, adverbs, and absolutes they use, we can bypass their defenses and help them access insights they might not have reached otherwise. This webinar resonated with me not only as a coach but also as a translator. The power of words has always fascinated me, and this session reinforced how crucial language is in our work! A big thank you to Daniel Olexa, MCC, CIHt, Heike Aiello and ICF Germany Charter Chapter e.V. for organizing and delivering such a valuable session. It was truly enlightening and it felt very short! (Now I am going to count how many qualifiers I have just used 😂 )
5 Kommentare -
International Institute for Facilitation
Facilitation FAQ: What's the Difference Between Facilitation and Leadership? 🤔 Short answer: Neutrality. While leadership often involves guiding a team towards a specific goal with a clear vision, facilitation is about creating a neutral space where the group can collaborate, share ideas, and find their own solutions. Facilitators focus on process, ensuring that every voice is heard and the group’s objectives are met without steering the outcome. In facilitation, it's not about leading the way, but helping others find theirs. Visit https://inifac.org/ #Facilitation #Leadership #Neutrality #Collaboration #Teamwork #INIFAC
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Jennifer Eichenberg
When starting an organizational change, it is best to bring change management into the project as soon as possible. This is not just my advice. It also comes from primary research that Prosci conducts every-other year about change management best practices. (Prosci is the leading educator of change management practitioners.) Yet, I get it. Sometimes timing and budgets dictate when change management can enter the picture, if they even can. When an organization comes to me late in the project, there is still some change management that can be performed. I refer to doing change management this way as the minimal viable product (MVP), which is a term borrowed from the tech world. At a minimum, an organization should do the following: · Identify the gap between the current and future state. · Create a key role map of who is impacted by the change. · Communicate about the change to people on the key role map. · Provide training (maybe only job aids) to people on the key role map. · Support employees as they make the transition to the new behaviors. Many leaders assume they know what the future state looks like. Yet, a visual depiction of the current and future state is valuable to determine the gap between the two. The gap represents the change—not the entire future state. When it is visually depicted, it opens the door to new questions that help identify how people are impacted, which often identifies a group of people previously not thought to be impacted by the change. The key role map is another invaluable visual depiction of who is impacted by the change and how. The gap analysis helps educate who needs to be on the key role map. A key role map is the organizational chart of who is impacted and at what significance, such as high, medium or low, by the change. This may take one day or several weeks to complete, depending on the complexity of the change. Employees will also need to know about the change and the upcoming training. Then, employees need to be trained. And lastly, which is often overlooked, the organization needs to support employees while they make the transition. This could be a dedicated communication channel for real-time support, or assigning key people to be a make-shift helpdesk during specific hours. If you are a leader charged with making an organizational change happen, DM me for how change management tools and processes can help the process go smoothly.
