New Leadership: Successful Leadership In Times Of Crisis

New Leadership Requires New Skills

In addition to a high degree of personal responsibility, the central characteristics of the new, agile way of leading are the self-organization of managers. This includes a clear goal orientation in networked and agile organizational structures as well as clear transparency of the degree of goal achievement. It is relevant to success to make shorter-cycle decisions than before and also to open up the circle of decision-makers significantly.

This is linked to a high level of speed in decision-making and a high level of problem-solving skills. In the case of complex, multi-layered questions, it does not help to orientate oneself to old solution patterns. The only thing that helps here is thinking, weighing up and developing and proposing solutions. Critical thinking and questioning are important in order not to make fundamental misjudgments. Alternative scenarios need to be developed in order to anticipate changing framework conditions. Obstacles and problems must be recognized early on in order to recognize their effect and to solve them independently.

Analytical Thinking And Appreciation Are Essential

Analytical thinking plays a special role. In the increasing flood of data, service providers are increasingly required to select relevant information. This requires strong analytical skills and common sense. It is important to use the right information as a basis for decisions and subsequent implementation. Managers are supported by a range of digital tools. Those who are multichannel capable and have the necessary resilience to successfully process the information flowing in simultaneously on the different channels have a clear advantage here.

Equally decisive for the new type of management in times of crisis is a great appreciation of the employees and a conscious focus on customer needs. This is the only way to quickly and flexibly anticipate the changing conditions on the market and proactively initiate the necessary steps. Essential in this context: broader responsibilities and room for creativity and innovative work. Agile working in projects is the method for implementing partial results and complete solutions in groups quickly and in a goal-oriented manner. All of this ensures more fruitful cooperation in the team and also ensures that top performers receive relief in everyday management and thus have time for important visionary and strategic topics.

Management Structure Must Fit The Company

The extent to which the new, agile leadership can be successfully implemented depends on the company and its culture. The right balance between freedom of decision and clear structures must be found. Agile leadership can only be anchored in the long term and lived as a new management structure if it suits the company. A maturity model can be used, for example, to determine how agile a company is and where there is potential to become more agile. For this purpose, the corporate cultureĀ  and philosophy, the management structure, the existing organizational form, existing tools and much more are considered together with the company. The result is a proposal on how more agility can be achieved and what benefits can be derived from it.

Attractiveness And Competitiveness Need An Increase

A future-oriented leadership approach is crucial to lead a company successfully into the future. As a result, the organization itself gains in competitiveness and adaptability, not only in terms of speed, but also in terms of success. Agile companies adapt and implement digital and technological change demonstrably faster, more successfully and more sustainably.

However, modern leadership also increases the attractiveness of an organization. And not just for your own employees, but also for potential employees. Organizations that are not open to new leadership concepts will find it difficult to convince young people in the future. A factor that should not be underestimated when it comes to attracting new talent for the future and staying competitive.

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