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.

Ingo Kallenbach

Conference "Positive Psychology in Economy"

On September 25th -26th, 2014, the University of Koblenz-Landau organised a symposium on the subject of “Positive Psychology in Economy“. An introduction of Positive Leadership by Prof. Dr. Utho Creusen was followed by a practical example presented by Ingo Kallenbach (Reflect) and Jens Rehwinkel (Executive Board of ec4u).

Ingo Kallenbach

How do you find your talents? A plea for potential management

One of the biggest challenges of companies is selecting and promoting talents. In particular among potential leaders it is for many different reasons becoming more and more difficult to separate the wheat from the chaff. While in the first millenniums the focus was on finding the “fittest“ (physical properties such as size, strength etc.), intelligence and experience were added to the relevant selection criteria in the middle of the 20th century.

Ingo Kallenbach

Leadership connects, creates, unfolds

In the last part of our series on the setup of a Healthy Organisation (HO) we focus on the power and influence of leadership. Leaders occupy key positions in which they decide on the future strategic orientation, determine structures, and influence culture in their doing. They have a significant influence on the relations of the co-workers amongst each other, the efficiency of processes and the wellbeing and engagement of the employees.

Ingo Kallenbach

Worth reading: Don't Stay in Your Own Way! Overcoming Mental Blockades. Dehner & Dehner.

What did Boris Becker already say ages ago? Words to the following effect: Decisive for winning or losing is what happens between the two ears. Success is often produced in the head and this holds not only true for sports. The two authors Renate and Ulrich Dehner have written a book about the stress caused by one’s own “mental cinema“ and how it can be overcome. Everyone is familiar with sentences such as “You can’t do this anyway“, “this can only happens to me“ or even “I am too old / too young / too stupid… for this“.

Ingo Kallenbach

What makes employees healthy?

With this note we expand our small series on the Healthy Organisation (HO): The healthy employee. He or she resembles the “fuel“ of a company. If the personnel is impaired in their efficiency due to physical or mental stress, this is not only borne by the individual (Who wants to suffer from burn-out or chronic back pain?), but it costs the German economy annually up to 75 billion €. Which conditions must be fulfilled in order that employees are able to work “healthy“ in the long run? Two central aspects need to be mentioned here:

Ingo Kallenbach

Trend reversal regarding employee engagement?

For the first time since the introduction of the “Employee Engagement Index“ (Gallup Institute) in the year 2001, a positive trend concerning employee engagement can be recognised in Germany: The percentage of non-engaged employees has decreased from 24% to 17%! This decline possibly reflects the tendency in German companies of putting the organisational structure more in the focus.

Ingo Kallenbach

La Mannschaft

54, 74, 90, 2014: Germany is World Soccer Champion again! Teams with such ingenious individualists like Neymar or Ronaldo had no chance against “our 23“.
Team spirit seems to promote cooperative behaviour and thus also performance. This is not only true for soccer but also for work. The research trio John List (University of Chicago), Uri Gneezy (University of California) and Andreas Leibbrandt (Monash University) compared two fishing villages in the World Cup host country Brazil regarding their team spirit.

Ingo Kallenbach

A plea for the combination of meaningful mentoring matching methods

In formal mentoring programmes experienced specialists and executives share their expertise and experience with mostly younger employees; it is therefore an interaction between individuals, on the basis of role learning and knowledge transfer. Benefits are on both sides: the development of the high potential and the leadership capability as well as the role strengthening of experienced mentors.

Ingo Kallenbach

Worth reading: Leaders, Fools and Impostors: Essays on the Psychology of Leaders. Manfred Kets de Vries.

Whoever wants to focus more closely on the psychology of leadership, its temptations, pictures, motives and expectations, should consider reading the book with the provocative title “Leaders, Fools and Impostors" by Kets de Vries. The author, professor at INSEAD in Fontainebleau, explores in particular the interaction of expectations between leaders and their employees as well as the influences of power on the personality of the leader. This book is based on the reflections of the author’s own experiences taken from his consulting processes with leaders and findings from psychoanalysis.

Ingo Kallenbach

Manager Panel 2014: What are the current top subjects in HR policy for the German "hidden champions"?

In a study (which can be requested from us) performed at the end of 2013 665 decision-makers of small and medium-sized technology-minded companies were questioned. Their products belong to the best in the world, although they are mostly unknown to the consumers. Unlike major corporations, small and medium-sized enterprises often have a hard time recruiting specialists and executives, because the lack of reputation and unfavorable locations often have a negative influence.

Ingo Kallenbach

How crazy are our top managers?

 Top managers have a great deal of responsibility, because they often largely contribute to the success and / or failure of their company. There is no question that top managers occupy key positions and are, thus, key persons that require special support. The question is rather what kind of support is suitable and accepted by the respective people? Often many different personality types belong to this special group of people. Which characteristic features must be considered, if you want to coach all these narcissistic, manic-depressive, passive-depressive and alexithymic people (according to the analysis of the renowned INSEAD professor, psychoanalytic and executive coach Kets de Vries in the German HBR 05/2014?