Ingo Kallenbach

How do you train future executives of the generation Y?

Much has already been written about the “Gen Y“. Significantly more than about any other generation before. Meanwhile the largest part of those born between ´77 and ´98 have settled down in companies. Now the question is no longer how they want to be led and what needs to be considered in doing so, but how they are prepared and how they can be qualified for the subject of “leadership“. Thus, the next wave, the next development step is approaching.

Ingo Kallenbach

What is on the agenda of English and Austrian managers?

For almost 18 years now, the renowned Roffey Park Institute based in London releases high-quality studies regarding the current challenges of managers in the UK. The results can be seen as a trend barometer, for the German labour market as well. So far there have been no similar studies in the German-speaking area. Now this has changed in cooperation with the Austrian colleagues of the Society for Personnel Development. We participated in this study and can pass on the results. Upon request we can forward both studies.

Ingo Kallenbach

New leadership and working culture: instructions versus cooperation

Leadership and working cultures are changing dramatically with significant consequences for the recruitment, retention and performance of all employees. Successful pioneering enterprises show where the way will lead in the future. For decision makers in companies this raises central challenges that need to be mastered while offering chances at the same time.

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

"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

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

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

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

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

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

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

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?