Ingo Kallenbach

How do we define "healthy relationships"?

In our 5th part of unfolding the concept of a Healthy Organisation we focus on healthy relationships. Relationships represent the operative connecting link between the abstract terms structure (as the “engine“ of an organisation) and culture (as the “soul“ of an organisation).

Ingo Kallenbach

Worth reading: Niels Pfläging - Organisation for Complexity

“When Pfläging shakes up the dogmas of management, they crumble in his hands“ - quoting the Financial Times Germany, back when it still existed. If only one they had listened to Pfläging, one could assume that it would still exist. He - Pfläging - has written a new book: Organisation for Complexity.

Ingo Kallenbach

On the path to success - building on strengths or eliminating weaknesses?

The German saying "Stärken stärken und Schwächen schwächen" (strengthening strengths and weakening weaknesses) is one of the most common bonmots in the personnel development scene. What lies behind this? What is truth – what myth? Particularly the Germans seem to get pleasure from “healing” the weaknesses of others, even if it hurts.

Ingo Kallenbach

"Healthy leadership" available as app for tablet PCs

Apps play an increasing part in our occupational and personal lives. On the initiative of the Federal Ministry of Labour and Social Affairs an online-portal called “Psychological Health in the working world“ („Psychische Gesundheit in der Arbeitswelt - psyGA) was established which offers a lot of helpful information concerning occupational health issues. The latest product is an app addressing managers that have an affinity for “healthy leadership“.

Ingo Kallenbach

Worth reading: "Transformative HR"

Every year the number of challenges HR-people have to deal with grows: Globalization, flexible work force, various models for working time, cost pressure, evaluation of the benefit of HR, well-chosen and on-time filling of key positions, talent-recruiting, developing the work force, sustainable change processes, learning organization, just to name some of the most important key aspects.

Ingo Kallenbach

"How did I do?" About success factors using 360° feedback instruments

From our point of view being able to receive and give feedback is one of the key aspects of successful leadership. But it is a long and hard way to get there. The current issue of the Harvard Business Manager picks up on exactly that topic. Most interesting for you is probably the way google used 90°-feedback (employee reporting to manager) to improve the reputation (cultural level) of the little appreciated work done by managers of google.

Ingo Kallenbach

The other side of the coin from Hüther, Precht and others

To reach public interest is harder than ever in today’s world: The media is flooded with the latest and hottest news. In order to reach a wide audience and thus to achieve high sales, three core topics have been valid for a long time already: Sensation, sex and fear. To approach those core themes, some authors and speakers use extreme positions.

Ingo Kallenbach

What constitutes "healthy structures"?

The “healthy organization” is a central concept at Reflect. In the latest two Notes we already refered to two components of that modern organizational concept: The “healthy strategy” and the “healthy culture”. In this issue of the Reflect Notes we continue our series about the healthy organization and dive into healthy structures. How is this component defined?

Ingo Kallenbach

What is to be done when employeess overestimate themselves?

The Dunning-Kruger effect states that poeple often think that they are competent although actually they only have little knowledge regarding a certain topic. A team of the University of Colorado now has been able to prove this effect. Moreover, it has found a possibility of preventing it.

Ingo Kallenbach

What "alpha animals" and crayfish have in common

The old discussion between genetic makeup and environmental influences, whether someone was born an alpha animal or the environment made him such, can conclusively been considered antiquated. The question concerning percentage shares is simply wrong and according to latest research it cannot be that easily explained.

Ingo Kallenbach

Book recommendation: Culture Change by W. Berner

The back of the book describes it the best: Why soft facts are the hard facts of tomorrow. The talk is about Culture Change – Business culture as a competitive advantage written by the business consultant Winfried Berner. The book appeared in the Schäfer-Poeschel publishing house in the series “Systemic Management“, but it is not one of the typical systemic books.

Ingo Kallenbach

No spontaneous attendance at the Emotional Intelligence Workshop in the Cyberforum possible – event completely booked out

The workshop by Alexandra Cornelius and Ingo Kallenbach on the subject of Emotional Intelligence (EQ) in the Cyberforum Karlsruhe on January 23rd, 2014, attracted a great deal of interest. The aim of this presentation was to explain the concept of emotional intelligence and its significance for the working world. The five areas of emotional intelligence were laid out and defined to the participants. Generational shifts, changing working conditions and working demands as well as many other factors all call for emotionally intelligent leaders and employees. How high do you think your EQ is?

Ingo Kallenbach

For people interested in Positive Psychology

On the basis of modern neuroscience Positive Psychology offers diverse methods and concepts that can be put to practice in the areas of coaching, consulting, leadership and organizational development. Subjects include such central topics as personal strengths orientation, potential maximisation, flow or long-term “joie de vivre“.

Ingo Kallenbach

“Here’s looking at you, kid“

In times of globality and full calendars, the temptation of dealing with things via e-mail, text message, phone, “messenger“, “whats app“, Skype or video conference, in order to save time is very big. Essential aspects of communication hereby get lost on the way. The danger of misunderstandings inevitably increases. There are numerous studies that confirm the superiority of communication from eye to eye over all other forms (phone, e-mail, video conference).

Ingo Kallenbach

Executives want short-form development offers

A current survey of the German Managers’ Confederation (ULA) among 312 executives shows quite clearly: The trend towards short formats regarding further education is unbroken. It revealed that the leaders were one-day seminars with 43% and two-day seminars with 34% of the participants in 2013. Short workshops of two to three hours were at 4th place, tightly after E-learning offers: 28% of the participants used such offers in 2013. Furthermore, 18% of the people questioned took part in at least one webinar. Coaching was at 5th place with 16%.