Ingo Kallenbach

Leadership styles and their impact: preparing the way in partnership or autocratic guidance?

Which management style is suitable for your company and how to apply it successfully
Numerous scientists have been pondering the question of the "right" behavior that a manager should show his employees for several decades.

Ingo Kallenbach

Leadership in an agile world (6): peer feedback

How you can sustainably promote the development potential of your employees through feedback at eye level
Classic feedback is often limited to the annual appraisal interviews, which have fallen into disrepute due to their hierarchical structure.

Ingo Kallenbach

Leadership in an agile world (5): retrospectives

How you can continuously improve teamwork and establish an open feedback culture with retrospectives

The fifth part of our series is dedicated to an agile method, which is a partial aspect of scrum. The retrospective serves to analyse the strengths and weaknesses of teamwork between the sprint review and the planning of the next sprint.

Ingo Kallenbach

Organisational development: tradition and innovation

Why traditional concepts block change and how you can use innovative approaches for your company

The age of the digital revolution calls for innovative change concepts. Nevertheless, the classical concepts of organizational development still meet with great approval in many companies, but show little or no effect.

Ingo Kallenbach

Pitfalls in leadership development: the three most frequent mistakes

How you can successfully support your junior staff by adhering to basic principles

Companies invest a lot of time and money in the development of their managers, but the desired effect usually fails to materialize. The reason for the failure of many programs is often the non-observance of basic principles that simply block a sustainable effect.

Ingo Kallenbach

Leadership in an agile world (4): barcamps

How you can take interdisciplinary cooperation to the next level with "Barcamps" and sustainably reduce team silos.

The fourth part of our series is dedicated to an agile method with which, among others, the company Sipgate provided topics of conversation. Open Friday, a mix of open space techniques and the principles of barcamps, has already established itself there as a regular institution and has now become the heart of the company's cross-team collaboration.

Ingo Kallenbach

Leadership in an agile world (3): scrum

How srum can make your project management agile and identify problems faster

In the second part of our series we would like to introduce you to one of the best known and currently most frequently used methods in agile project management: "scrum". The method is characterised above all by its simple structure and clearly defined roles. In this way, scrum can be learned quickly and immediately implemented productively.

Ingo Kallenbach

State of the Art in leadership development

How to make your programs effective and overcome hurdles successfully

In an increasingly complex world, companies need real leaders at all management levels. Decisive for successful development programs are above all the agreement with the strategic orientation and the goals of the organization.

From a study by the Harvard Business School we have worked out the most important points from the current research status of management development and provided you with practical tips.

Ingo Kallenbach

Leadership in an agile world (2): "working out loud"

How you can promote the development to an agile company with "working out loud"

Companies such as Siemens and Continental are already working successfully with the new method. At BMW and Bosch, "Working out loud" has even been integrated into the daily work routine. In the age of digitisation, this new procedure promises to enable cooperation across divisions and companies and to promote the rapid exchange of knowledge and access to institutions and persons with whom one has had no contact so far.

Ingo Kallenbach

Leadership in an agile world (1)

The concept of agility and how to successfully implement the development of your company to an agile organisation

The concept of agility originated in software development. Agile methods, such as "scrum", have been on the agenda there for a long time. Even beyond the IT sector, agile processes are becoming increasingly important as a leadership and organizational principle and are gradually conquering the entire corporate world.

Ingo Kallenbach

Four success factors for effective and sustainable leadership development

The consequences of poor management and how you can avoid them through holistic development

Managers are the key players in every company. They shape the prevailing behaviours and play a decisive role in shaping the corporate culture. Misconduct on the part of managers is particularly evident in a weak, emotional bond between employees and the company. The resulting lack of willingness to perform leads to annual economic costs of up to 109 billion euros.

Interview

Interview with Ingo Kallenbach

Leadership development: Thinking holistically  and shaping sustainability

Management development is one of the most important areas of strategic personnel development. The targeted promotion of the potential of executives is also a core element in Reflect's portfolio. From an interview with Managing Director Ingo Kallenbach, the Reflect editorial team has compiled some key aspects on the subject of managers and the design of sustainable development programs for you:

What do you mean by leadership development?

Ingo Kallenbach

How sick is your strategy (SO 2/7)?

The second part of the series on the Ailing (AO) or Sick Organisation (SO) deals with “incorrect“ strategies of a company. In the following article you will find out what makes a strategy sick, how this can be determined and, on the other hand, how you can be ahead of time and develop competitive benefits.

If a strategy becomes sick, we call it exploiting or wasteful. Both forms illustrate the negative poles of a market- and resource-oriented and thus future-proof approach (refer to Fig. 1, The Sick Organisation). The different developmental stages in the integration of Corporate Social Responsibility (CSR) in the organisational strategy show that it can work differently. 

Ingo Kallenbach

When are processes healthy?

A Healthy Organisation (HO) is characterized by solid economic results, suitable processes within the overall organization and a healthy climate. Ultimately it is about the interaction and the balance of the different parameters strategy, structure and culture. Processes play a decisive role in this. Everyone is familiar with examples from his/her own professional experience in which processes were not clearly defined or overregulated.

Ingo Kallenbach

The Sick Organisation (SO 1/7)

After we have unfolded our concepts of the Healthy Organisation (2014) and Leadership in the Healthy Organisation (2015) over the last two years, we would like to focus on the Sick Organisation (SO) and its smaller sister the Ailing Organisation (AO) in this year’s series, as we have already announced in our last notes. It is less fun, since one rather spends time with positive things, nevertheless the reality of the business world often looks different. In this series we would like to give an idea of what goes wrong in organizations, which causes this might have, and which solutions present themselves.