Imagine an organization where people can work the way they are without having to hide behind a mask. Where challenges lie before you as an opportunity and not as a test. Where your employer is committed to your advancement by guiding you into new roles. Where transparency applies to all - including executives. This type of organization is an incubator for the development of people.
"Not Knowing Leadership Culture Transformation“
We help organizations of all industries and sizes, nationwide and internationally, to achieve sustainable business results by delivering effective business results behavioral changes effect on people in all departments.
'A strong, healthy organizational culture creates a powerful competitive advantage that is very, very difficult for competitors to beat. The development of a conscious culture is in our view an entrepreneurial imperative. Because only a conscious culture enables the greatest possible effectiveness in the implementation of the organizational strategy, the achievement of its goals and the fulfillment of its mission.
We support you in moving from an organization where people spend their time to masking weaknesses, managing people's sense of belonging to them, acting 'politically correct' and hiding insecurities - towards a culture in which everyone feels safe and the conditions make suitable challenges - so that everyone 'comes out of hiding'.
A culture transformation process for organizations that are and want to remain hierarchically structured
1. Acknowledge what is. Wie ist Ihre Kultur heute? Auswirkungen auf die Performance. Kulturdiagnostik, Interviews
2. Hold the mirror. Alignment process of TOP Leadership to the new culture.
3. culture of role models. TOP Leadership and executives practice the necessary changes to live and demand ..
4. Develop behavior. Konsequentes Kaskadieren neuer Verhaltensweisen in das gesamte Unternehmen.
5. Create symbols. Konkrete — zunächst symbolische — Beispiele von Veränderung, die die neue Kultur verkörpern
6. Vote processes. Prozesse, die zur Veränderung der Kultur erforderlich sind, wie z.B. Bonuskriterien, Leistungs- und Talentmanagement etc.
7. building internal skills. Entwicklung interner Coaches und Moderatoren. Stärkung des HR-Teams als Geschäftspartner.
8. Hold the position. The TOP Führungskreis und die Führungskräfte sind nun das Vorbild für das neue Verhalten und verkörpern das Einhalten auch von ‚schwierigen‘ Entscheidungen.
How to hold the position
Managers in particular must send new messages about how employees must behave in order to adapt successfully. When employees experience that there are new conditions of belonging, they adapt their behavior accordingly.
Cultural change begins with a series of new messages that vor allem nonverbal sind. Sie zeugen eher von “Tun” statt von „Reden” — im Führungsverhalten.
The behavior of leaders communicates what people with positions of power - and those who aspire - should do. A small change in the behavior of a leader can send a big message. For example, one would CEO, der anfängt, seine Mitarbeiter dafür verantwortlich zu machen, andere mit Respekt zu behandeln — und dabei vielleicht sogar in Kauf nimmt einen notorisch respektlosen Leistungsträger zu degradieren — zeigen, dass Respekt inzwischen eine verbindliche kulturelle Norm ist.
Bewusst Entwicklungsorientierte Organisationen
In their book "Becoming an everyone culture", Robert Kegan and Lisa Lahey describe companies and their attitudes to a culture that focuses on transparency and a common effort to continuously develop their employees.
These companies call them "Deliberately Developmental Organizations", which we call "Conscious Development-Oriented Organizations" (BEOs).
Was ist eine Bewusst Entwicklungsorientierte Organisation?
A consciously development-oriented organization (short BEO) is an incubator for human development. BEO's are convinced that profits and employee development are inextricably linked.
By drastically improving the competence and freedom of action of employees, they are motivated to drastically increase their effectiveness.
Not everyone is suitable for such a culture. It has nothing to do with performance or compliance, but with the affinity to this way of living and working. It is not uncommon for employees who do not fit the culture to go, but to be honestly praised by their employer. For those who are fit for culture, a consciously development-oriented environment is a unique experience.
Lots BEO's focus on:
- Corporate culture
- Personal development
- self-organisation
- transparency
What is important with BEOs ...
BEOs require you to be real. Leave the mask at home and come as you are. Do not waste your time and effort maintaining an outstanding sense of control and competence. You are expected to have gaps in knowledge, skills or other. You will be able to work on it.
BEOs bring you out of your comfort zone. Man lernt eben nicht schnell, indem man sich nur wohl fühlt. Wenn Sie gut in dem sind, was Sie tun, dann ist es vielleicht an der Zeit für Sie sich zu etwas anderem zu bewegen.
BEOs want you to work on your vulnerabilities. Everyone has some skills in which they could be better. In a conscious development environment, these are quickly identified and published so everyone has the responsibility to help you with them.
BEO's expect mistakes. It is also expected that one has these mistakes (ownership), seek help in remedy and receive and learn from experience. It's not about being content with failure, it's about learning how to handle it.
BEOs expect everyone to play. From the intern to the CEO sind alle Mitarbeiter an die gleichen Regeln der Transparenz gebunden und helfen sich gegenseitig bei Verbesserungen. Niemand ist immun.
BEOs are themselves transparent. It's not just the people who share their data. The company itself provides most of its data to its employees, including financial information, sales, customer lists, and the like, or records of internal sessions (see Culture of Openness) Bridgewater Associates, LP)
Not Knowing Leadership Workshop
cultural transformation & BEOs
Goal: Sie reflektieren Ihre eigene Motivation, Vision und Ziele und entwickeln erste Schritte eines praxistauglichen Transformationsprozesses.
Contents: Recognize relationships. The gap between actual and desired state. Process and benefits of cultural diagnostics. First experience with the mindsets and skills from the 7 business qualities. Sketch of a cultural development plan. concrete steps For TOP Management, Führungskräfte und Teams.
Approach:
- What is ours WHY?
- Actual culture versus target culture
- Benefits of culture diagnostics
- Cultural Development Plan KPI’s abstimmen
- Vorbildverhalten durch 7 Business Qualitäten
- Strukturen, Prozesse und Symbole der Zielkultur
- Building internal pools of thought leaders and coaches
Not Knowing Leadership Kulturtransformationsprozess
Goal: Developing a strong, healthy culture as a competitive advantage that is hard for others to copy.
Contents: The starting point is to understand your current culture and how it improves or impedes performance.
You define which cultural attributes are most effective in supporting your business strategy in the future. Designing the behaviors, processes and symbols that make up the desired culture. A cultural journey varies in depth and breadth, depending on the challenges of the company
Phase I: Capture and understand your current work culture: How does the current work culture improve or inhibit the performance in your company?
phase II: Leverage. Welches identifizierte Kulturmerkmal hat die größte Hebelwirkung, um Ihre Geschäftsstrategie für die Zukunft zu optimieren?
phase III: Behavior change. Working with you, we work to shape the behaviors, processes, and symbols that shape the culture of the destination. A cultural description varies in depth and breadth, depending on the challenges of the business.
"Culture eats strategy for breakfast "
Peter Drucker
Werden Sie zu der Führungspersönlichkeit, die Sie immer sein wollten.
Begeistern Sie Ihr Team und transformieren Sie die gesamte Unternehmenskultur.
Companies that have already rethought leadership
adidas
Knorr Bremse
Contorion Hoffmann Group
XING
ista
evonik
ITERGO
Generali
Lampe und Schwartze
Northwest Insurance
Cassini Consulting
Rhenus Logistics
lloyd shoes
airbus
tecis financial services
sipgate
Covestro
Straumann CH
Berenberg Bank
KONE
Vetter Pharma
Pro Excellenzia
Sky TV
Beumer Group
KERN - Succession specialists
Gewoba
IGBCE
Komatsu Hanomag
Thyssen Krupp
Henkel
Borco
CRM Partners
Generali insurance
EDF
Experience long-distance travel
AOK
Paulaner brewery
Mondelez
Alstom
Lowell Group