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.

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.