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

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

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

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

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: "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 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

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%.

Ingo Kallenbach

Mentoring Programme Management

Mentor is a character in Homer's Odysee. He is the wise advisor, counsellor and supporter, who looked after Telemach, the son of Odysseus whilst he was away. Today, mentoring stands for a relationship between individuals, who work together in role learning and knowledge transfer. Many examples of mentoring relationships in different cultures do exist, for example the Guru in India, the Master in China, the Village Elder in Africa or the Tribal Elder in North America.

Ingo Kallenbach

Book recommendation

For all of those among our readers that also have a global responsibility for recruiting, employment and further development of employees in their company, we would like to recommend a book written by the professors Caligiuri, Lepak and Bonache. The first two have chairs at the Rutgers University in New Jersey, Jaime Bonache does research and teaches at the ESADE Business School in Barcelona. Usually we are a bit sceptical of books whose authors have a purely academic background, because they often have too little practical use for everyday life of human resource developers and HR managers.