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Who is she/ he? What is his/ her identity? ii. Where does he/she come from? What are his/her roots? What has shaped his/her personality? iii. Personal life story b. Personal Leadership Edges i. Living webs of leadership: 1. Who are the people supporting him/ her? 2. What are the energising, inspiring and stimulating relationships to achieve his goals? ii. Does he/she show the characteristics of an authentic leader: 1. Is his behaviour in line with his/ her personal values? 2. Does he lead from conviction or only for personal honour/status/ success? 3. Does he/ she show his own personal leadership edge and authentic fingerprint? iii. Giving voice to values 1. Does he/ she express her values? This is also in conjunction with leadership authenticity? 2. Is he/ she speaking up when confronted with non-ethical behaviour? iv. VISA: 1. Is he/she strong on vision, interdependence, structure or actionorientation? 2. Where can we see this? 3. What typical behaviour does he/she show? 4. In how far does the VISA influence his leadership thinking and acting? 5. Which leadership paradoxes do we explore? (Great leadership consists of competing paradoxes) (Slide 98 of Personal Edge) – does a strength on the one hand lead to a weakness on the other hand? 6. What about leadership shadows and gold? (Slide 111 on Leadership Edge) – to my mind paradoxes and shadows and gold go into the same direction
v. Are there any leadership anxieties? 1. Can we explore any leadership anxieties? What might shape them? What are the consequences thereof? 1
empathy). Does he/ she show interdependence and integration characteristics? ii..g. Does he/ she considers environmental and societal issues as well (leads to the forth block) e. stress control) competencies? iv. defence mechanisms? ii. flexibility) stress management (e. e. 2 . New economy leadership style? i. triggers. adaptability (e. In how far does he/she show interpersonal (e. Personal Mastering and EQ i. Tyrannies of competence and caves of incompetence? It might be an idea to sum this section up with the identified tyrannies of competence and caves of incompetence.g. Stressor – awareness – response instead of stressor – reaction iii.c.g.g. Does he/she forces knowledge and participation by information and selfinsight? iii. What about the general mood? How does he/ she manage emotions d. Awareness: Is he/ she aware of his/ her emotions.
views. Is there cultural awareness? Does he/ she understand that culture shapes the way you look at problems? 2. Coaching and Mentoring i. Does he/ she appreciate different opinions. Does he/ she recognize the fact that diversity leads to increased creativity and innovation? 1. organizational culture and many personal factors. gender. In how far does he/ she develop talent? Does he/ she show active listening skills? d. etc. Is there awareness of different generations at work? 4. Team and Group dynamics i. attitudes. Unleashing the collective genius i. Does he/ she take the best out of diversity? v. High performance Leadership and Teaming i. These include the changing world. Is his/ her style of leadership appropriate to the level he/ she is in? b. in the team? iv.? iv.? iii. feelings.3. How does he/ she deal with any conflicts? iii. Do we observe any conflicts in the team? Where do they come from? Diversity issues? ii. characteristics. leadership styles. etc. Exploring key lead factors to create organizations that perform highly and where all staff are highly engaged. How about gender diversity? e. iv. history of the employees? c.g. Does he/ she create an environment in which everyone is appreciated and empowered independent of age. networks. characteristics. hierarchy. levels of work. culture etc. Diversity i. What is the rank and power that influence on others? E. Can we explore any differences or conflicts that are shaped by cultural diversity? 3. Levels of work 1. ii. Is he/ she aware of the impact of different leadership style depending on the VISA. Does he/ she is aware of emotions. It might be an idea to sum up whether he/ she is unleashing the collective genius of the team? 3 . Rank and Power 1. Are there any insider or outsider groups which might be due to rank and power in the team? Are there different “VISAs” present in the group which might cause the discussion/ trouble? v. certain memberships. use of rank and power. TEAM a. Does he/ she show awareness of diversity issues? ii. Is it all about people? Does he/ she have the capability to unleash the collective genius? Does he/ she have the capability to energise and optimise the team? iii.
Are employees committed to change? v. stimulating? ii. succession management and performance management installed? 1. Are the people’s performance measures in line with corporate goals? ii. It might be an idea to sum up whether this company builds and leverages human capital as a competitive advantage? 4 . Is there a culture of change? ii. Has the company proper talent management. competencies and capabilities in the team? Are employees treated according to their levels of competence? 4. iv. Communicate the intentions to ALL employees about where the organization is going and why it is taking these measures. Employee relations i. processes and problem likewise? Does he/she tries to figure out the underlying issues and concerns? 5. intervention and monitoring measures likewise to promote the change? vii. Do you explore change commitment/ sponsorship from management? iv. Negotiation: i. Get top level buy-in to this change. Are employee relations good. Is management in touch with the people during the change process? viii. Does management build and maintain trust? e. Is there any systematic change management process? vi. High performance culture? Check whether the following points apply in the case? i. uncertainties? Is management empathetic? c. anxieties. Is he/ she aware of the different skills. vii. develop and retain talent? Do they have the right people on board? 2. Purpose of People management and organisational leadership: a. not just top leadership or management. trustworthy. Do they attract. vi. grow. Is he/ she aware of the necessity of talent as a critical success factor/ competitive edge? iii. Organisational Change Management i. and flourish. Is he/ she aware of the different skills and competencies in the team and act accordingly? 3. HR. Clearly identify the organization’s Purpose and Values. Get everyone involved in being Personally Responsible for the success of the new culture. ii. as well as begin to establish a Vision and Goals. iii. Does he/ she support employees during change processes? iii. Are there appropriate training measures in place? d. ORGANISATION a. Does he/ she shows good negotiation skills? ii. b. Does he/ she focuses on communication. Does management understand any sorrows. Start teaching your managers how to create the environment that will be necessary for your new culture to be established. v. Does he/ she considers people. Are people management practices aligned with corporate strategy? 1.4. Measure the current culture. high performance people management practices i. It starts at the top.
How does he/ she deal with dilemmas? e. understands and interprets the interface between leadership and society 7. Does he/ she show an ethical relationship of responsibility between the company and the society in which it operates? f.6. Since companies depend on global development it is in their interest to help improve the state of the world: Does he/ she show these characteristics? ii. To sum it up: In how far does he/ she manages. society and environment? b. Does he/ she or the company make ethically decisions? iii. SOCIETY a. Did he/ she give voice to values? ii. Ethics and Society i. Corporate Citizenship i. CONCLUSION: SUMMARIES WHETHER HE OR SHE IS A NEW ECONOMY LEADER? 5 . Does he/ she as shows the art of building and sustaining morally sound relationships with all relevant stakeholders of an organization? d. Does he/ she show the characteristics of a Servant leader: an ethics of care towards staff. Does he/ she manages to create sustainable stakeholder relations? c.