Ingo Kallenbach

Leadership in an agile world: "Working out loud"

How you can promote the development to an agile company with "working out loud"

Companies such as Siemens and Continental are already working successfully with the new method. At BMW and Bosch, "Working out loud" has even been integrated into the daily work routine. In the age of digitisation, this new procedure promises to enable cooperation across divisions and companies and to promote the rapid exchange of knowledge and access to institutions and persons with whom one has had no contact so far.

Ingo Kallenbach

Leadership in an agile world

The concept of agility and how to successfully implement the development of your company to an agile organisation

The concept of agility originated in software development. Agile methods, such as "scrum", have been on the agenda there for a long time. Even beyond the IT sector, agile processes are becoming increasingly important as a leadership and organizational principle and are gradually conquering the entire corporate world.

Ingo Kallenbach

Four success factors for effective and sustainable leadership development

The consequences of poor management and how you can avoid them through holistic development

Managers are the key players in every company. They shape the prevailing behaviours and play a decisive role in shaping the corporate culture. Misconduct on the part of managers is particularly evident in a weak, emotional bond between employees and the company. The resulting lack of willingness to perform leads to annual economic costs of up to 109 billion euros.

Interview

Interview with Ingo Kallenbach

Leadership development: Thinking holistically  and shaping sustainability

Management development is one of the most important areas of strategic personnel development. The targeted promotion of the potential of executives is also a core element in Reflect's portfolio. From an interview with Managing Director Ingo Kallenbach, the Reflect editorial team has compiled some key aspects on the subject of managers and the design of sustainable development programs for you:

What do you mean by leadership development?

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

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

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

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

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

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

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.