The Architecture of Future Thinking
Leadership self-development is the continuous process by which managers and executives develop their skills, knowledge and personality traits to meet the changing demands of the modern business world. This process is characterised by initiative and a desire to improve personal and professional skills. This includes learning new leadership styles, understanding market trends and developing a flexible mindset.
The demands on leaders have expanded significantly over time and, taking current developments into account, require a new set of skills known as “futurized skills”. These future-oriented skills are crucial to operating successfully in a dynamic, digital and globalised working environment. This article looks at what is meant by futurised skills and why they are essential for the leaders of tomorrow.
Many team leaders in sales are characterised by outstanding sales skills, but reach their limits as managers. The word “vendo” comes from the Latin “vendere”, which means to sell, and “lead” from the English term for leadership. The transition from a top salesperson to an inspiring leader often requires a realignment of skills and perspectives. This is easier if you make a direct analogy with proven sales techniques, demonstrated by conducting feedback conversations.
Continue reading “Team leader in sales: Overcoming the Vendolead discrepancy”
Ambition is an often praised character trait that drives many leaders to achieve exceptional performance. However, as with many virtues, ambition can also have a dark side. Excessive ambition can harm not only the leader themselves, but also their team and the organisation as a whole. This article examines in detail when ambition becomes harmful to a leader and what measures can be taken to maintain a healthy balance.
The following article deals with the difference between a traditional manager and a leading personality. While leaders derive their authority from formal power structures and their position within the organisation, leading personalities exert influence through their exceptional personality traits and skills such as charisma, vision and integrity, regardless of their formal position.
Continue reading “The difference between leader and leading personality”
Meetings are a central part of organisational management and serve as a platform for decision-making, collaboration and strategic planning. For leaders, conducting high quality meetings is critical to ensuring effective communication, engagement and productivity. The Self-Reflection Navigator on Meeting Quality provides a comprehensive guide to self-reflection, structured around the key aspects of meeting effectiveness. By addressing these areas, leaders can identify strengths, uncover areas for improvement and implement strategies to optimise their meeting practices.
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In management, success is also determined by the way managers think. Two terms that play a central role in this context are “thinking small” and “thinking big”. These concepts influence not only the strategic direction of an organisation, but also the way in which potential can be activated within a team. This article defines these terms, discusses the risks of thinking small and presents practical approaches for leaders to encourage a more generous and forward-thinking mindset.
Continue reading “Thinking small versus thinking big: A strategic guide for managers”
The article outlines the critical differences between agile leadership, which promotes adaptability and team empowerment, and actionist leadership, characterized by hasty, uncoordinated actions lacking long-term vision, emphasizing the disadvantages of the latter for both managers and employees.
Continue reading “The fine line between agility and actionism in leadership: A detailed analysis”
Managers are often faced with the major challenge of not only having to make the right decisions, but also having to implement them or have them implemented effectively. However, the reality is often different: either the right decisions are implemented incorrectly or the wrong decisions are realised efficiently. The reasons for this are manifold and deeply rooted in the structure and culture of organisations.
Continue reading “Right or wrong: Challenges for managers in decision-making and implementation”
In an era defined by rapid technological advances and digital transformation, the value of soft skills is often underestimated. These skills, encompassing human interactions, emotional intelligence, and creative thinking, are crucial for the success of any organization undergoing digital change. Without these soft skills, there’s a risk that digital transformation turns into digital deformation, where technology fails to be effectively utilized to meet human needs and enrich corporate culture. Here are the reasons why soft skills are essential for leaders in digital transformation.
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R2049 