Ingo Kallenbach

"Die Revolution in der Führung" (The revolution in leadership) by Ruth Seliger (2014)

"Die Revolution in der Führung" (The revolution in leadership) by Ruth Seliger (2014)

 

The world changes - thankfully! And with it also the concepts of leadership. In this article we would like to introduce to you a book which describes one of the more innovative, serious approaches to modern leadership concepts: Positive Leadership (PL). Whether revolutionary is an open question. For regular readers of our Notes not truly new, but: now a new book on this subject has been released. Let’s take a closer look at it.

Ingo Kallenbach

Bad leadership costs a lot of dough

Bad leadership costs money. A lot of money. Among other things this is revealed by the new figures of the Gallup Engagement Index 2014. As decision maker or responsible human resource developer you can nevertheless do a lot in order to achieve improvements.
The fact that people are attracted to a company by its (exclusive) brand and leave it because of bad leadership, is a common phenomenon, not only among HR representatives.

Ingo Kallenbach

How managers create high-performance cultures

Many companies throughout the Gulf Cooperation Council region fight for growth facing an economic unstable climate. Therefore, many of these companies have been pursuing very aggressive acquisition- and expansion plans over the last 5 years. This led to a unique situation confronting current managers with the task of uniting various cultures of former separate organisations in one big company.

Ingo Kallenbach

Positive Leadership in the Healthy Organisation (3/7)

In this third article of the series “Leadership in the Healthy Organisation“ we look into what we understand as positive leadership, which experiences and scientific background speak for this type of leadership and how positive leadership can be lived. 

Ingo Kallenbach

The Global Virtual Team (GVT)

Along with increasing internationalization of companies, the challenges of leading global teams have been increasing for years as well. As a result leadership is more and more taking place virtually. A side note: “virtual“ actually is not a suitable term, since it means artificial, fake. More appropriate would be to speak of “comprehensively across sites“. Nevertheless - communication takes place via phone or video conference, via e-mail or diverse other, often company-internal, chat functions or applications such as “WhatsApp“.

Ingo Kallenbach

"Systemisches Führen" (Systemic Leadership) by Frank Michael Orthey (2013)

Finally - one would like to say - a really recommendable book about systemic leadership. Almost a small miracle that it has taken so long, considering that systemic ideas have long since been a standard in the fields of personnel and leadership development programmes. As an observer of the scene one rather gets the impression that “systemic“ is “out“ and “long gone“.
Back to the book: it has almost 200 pages and was publisched by Schäffer-Poeschel Verlag in the “Systemic Management“ series.

Ingo Kallenbach

Unfolding potential - How to transform uninterested employees into engaged comrades-in-arms

Many talk about it, some are doing it already, others seem to have a hard time with it - how does potential development work in the end? Among decision-makers and HR officers this subject is at the top of the agenda. No wonder - it concerns nothing less but the success of the organisation. If we can make full use of human potentials, business booms. We have already pointed out this key success factor (KSF) in different places (article of 11-15-14, article of 06-20-14).

Ingo Kallenbach

Strategic leadership in the Healthy Organisation (2/7)

In the last 20 years there has been an increased interest (Yukl 2010) in “Strategic Leadership“ among top executives. Since this time the extent of the influence on top leadership bodies or even only on CEO is being discussed and tried to be proven (see e.g. Giambatista 2005). Definite proof - neither in one nor the other direction - does not exist, however. 

Ingo Kallenbach

Worth reading: "Führungsstark im Wandel" by Alexander Groth (2013)

This book occupies an interesting niche. There are many books about creating change processes in organisations, the largest part of which are - if at all - suitable for the top management or consultants only. For most employees and executives these publications only have a limited benefit since decisions to the largest extent are made and pushed through from the top to the bottom. Why develop one’s own vision, if everything is prescribed anyway?

Ingo Kallenbach

How high is the learning agility of your managers?

The world is rapidly changing - that is nothing new. Apple (!) is meanwhile being accused of a lack of innovation ability, companies such as Snapchat that have not yet brought in any euros in turnover are collecting investor’s funds of over more than 500 million dollars (the company value is estimated at 18 billion euros), public prosecutors have to break off processes, because they can no longer deal with the huge amounts of data. That sums up only a few of the news of these past days confirming the trends of our times.

Ingo Kallenbach

"Renewable" energy for exhausted organisations wanted!

How do you assess the energy level in your organisation? High? Low? Running out? How do employees talk about the company during an after-work-beer with friends? Do they gossip about how bad everything is, or do they talk about their daily office life with a positive attitude? And how high do you think is the engagement of your employees to really bring the company forward - not only with their own career in mind?

Ingo Kallenbach

Leadership in the Healthy Organisation (HO) 1/7

After we have successively unfolded the concept of the Healthy Organisation (HO) in 2014, we would like to start a series on leadership in the HO. This article wants to briefly clarify fundamental thoughts and give an overview of the articles that will follow within this series. Conceptually the HO consists of the following cells: strategy, relationships, culture, employees, structure, and processes. 

 

Ingo Kallenbach

Werkzeuge des Wandels (Tools of Change) by Roehl, Winkler, Eppler & Fröhlich (2012)

Whoever reads the German magazine “OrganisationsEntwicklung - Zeitschrift für Unternehmensentwicklung“ (OrganisationDevelopment - Magazine for Business Development“) on a regular basis, is probably well familiar with the so called tool box. This issue’s book recommendation contains 30 selected “tools“ from this category.
We recommend this book to all those who deal with changes in organisations and want to refresh and expand their own tools. It is divided into three sections: The first section provides a structure for the tool box and gives an overview of the tools. For all those who like a certain order, there are different structuring suggestions for the localization of the instruments which can be used and adapted for one’s own tools.

Ingo Kallenbach

Leadership development without integration of the top managment does not work

A current study of the University of Osnabrück (Prof. Steinert) more than clearly confirms our experiences:

  • Leadership development does not work without the consequent integration of senior executives.
  • As long as the results of the respective executive are correct, companies accept bad leadership.

Ingo Kallenbach

End of Year Special: Employee Check for 120,- Euro instead of 320,- Euro 05.12.2014

Do you know what is the most popular question in job interviews? The question regarding the personal strengths and weakness. Many of the younger applicants often are not even aware of their own strengths and weaknesses, which makes it difficult for you to select the appropriate candidate.