Was ist Not Know­ing Leadership?

How can you not know something and still dare to move ahead? The ability to competently deal with the unknown is perhaps THE relevant leadership competence of the future

Wach­sende Komplex­ität geht zwangsläufig mit Nichtwis­sen einher. Machen Sie sich das zunutze: Hören Sie auf sich als Führung­skraft ausschließ­lich auf ihr Exper­ten­wis­sen zu verlassen und entwick­eln Sie mith­ilfe der Not Know­ing Lead­er­ship Meth­ode eine einz­igartige und kompet­ente Beziehung mit dem Unbekannten.

Leading through Not Knowing

You are called upon to do something new in the field of leadership and leadership and to venture into an unknown no man's land. There are no precedents here and with the traditional questions you will not find any answers here. Your trust and competence are scrutinised daily.

On the edge of the unknown, it can sometimes be very uncomfortable for us. From a neurological point of view, we prefer to avoid such situations because we feel most comfortable in the familiar - and the unknown can trigger insecurity, anger, fear and defense mechanisms. 

How about you expand your mindset in such a way that you can spontaneously see the unknown as a chance?

Problem 1: Learning and developing are not the same

When dealing with complexity and uncertainty, you as a manager must acquire new skills as quickly as possible. You learn to use agile techniques or tools. Soweit, so gut.

Prob­lem: Insbeson­dere unter Druck werden Sie vermut­lich dazu neigen, in alte Verhal­tens­muster zurück­z­u­fal­len. Denn das reine Erlernen neuer Fähigkeiten bedeutet noch lange nicht, dass Sie sich entwick­elt haben!

Die Notwendigkeit, sich zu verändern und zu verbessern, wird oft miss­ver­standen als die Notwendigkeit, die größere Komplex­ität der Welt besser zu “bewälti­gen”. Das Bewälti­gen bein­hal­tet nämlich das Hinzufü­gen neuer Fähigkeiten oder die Erweit­er­ung des Reper­toires an Verhaltensweisen.

Prob­lem: Sie bleiben dabei die gleiche Person, die Sie waren, bevor Sie gelernt haben, damit umzugehen.

Sie haben ledig­lich einige neue Fertigkeiten hinzugefügt.

Problem 2: War for talents

Executives who for example respond to the 'War for Talents' exclusively by searching 'out there' create serious disadvantages for themselves and their organizations.

This strategy will not work in the future because the number of suitable applicants is limited. And if nothing changes in your overall attractiveness as an employer, you will simply not attract the employees you need.

Problem 3: Mehr unbekan­nte Vari­ablen als je zuvor

The increasing unpredictability of your tasks indicates that you, as a leader, have to deal with so-called "unknowns", ie unknown variables. still, you need to make decisions of relevance on issues where no one has ever found a solution before.
The ability to competently deal with the unknown is perhaps THE relevant leadership competence of the future.

The Not Knowing Leadership method

What will make your leadership different and successful in the future?

Not Knowing Leadership empowers you to truly develop and not waste time just learning new things. 

Together we transform your understanding and your relationship to ignorance. Ignorance turns from anxious weakness and ignorance into a sought-after and necessary skill that you feel comfortable with and work with to continue to be successful in the future.

Alle sagten das geht nicht. Dann kam einer, der das nicht wusste — und tat es.

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

Knorr Bremse
Contorion Hoffmann Group

Lampe und Schwartze
Northwest Insurance
Cassini Consulting
Rhenus Logistics
lloyd shoes
tecis financial services

Straumann CH
Berenberg Bank
Vetter Pharma
Pro Excellenzia
Sky TV
Beumer Group

KERN - Succession specialists
Komatsu Hanomag
Thyssen Krupp
CRM Partners

Generali insurance
Experience long-distance travel
Paulaner brewery
Lowell Group

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