Archiv der Kategorie: Change management

Here you find all about change management.

Who am I?

The consistent self-image is the sum of the opportunities that are altogether at one’s disposal. This is particularly valid for individuals. Nevertheless, there is also a self-image of groups of any size. Accordingly cultural areas, nations, enterprises and specialists have additionally an understanding of their group. Employees have to co-operate nowadays more and more in temporary work forms, in teams, Joint ventures and the like. It requires that one has to integrate again and to find out the commonalities. Everything starts with the question: Who am I?

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The model of the Logical levels by Robert Dilts for describing the self-image is a practical approach. The following questions are derived from it and should be answered by individuals, but also by groups.

  • What roles do I live?
    The self-image is certainly determined by the roles that one covers in everyday life – professionally and privately. The superior is a boss, colleague, father, association chairman etc. The aspects of the self-image are molded differently depending upon the roles – sometimes even contrarily. We cannot avoid in everyday life to harmonize different roles. A consistent big picture of all roles reduces tensions.
  • Where am I?
    The context, in which one acts, is crucial. It is specified by the stakeholders, the geographical scope and the timeframe. Even if the technical networks are widening this range, the context, where one personally is, remains the most important one.
  • What do I do?
    The actions become visible in the factual activities, in the recognizable patterns of behavior and in the planned measures. They show, what one does (contrary to what one thinks to do). Tensions result, if one misses to dissolve these differences.
  • What do I know?
    The technical, methodical, social and systemic abilities set the limits for the personal opportunities. Based on an overview of the existing and the required capabilities, the learning needs can be derived.
  • What do I believe?
    The convictions have a strong effect on the perception, the thinking, the communication and the actions. They consist of values, intentions and evaluations. Since these are contents that are difficult to grasp, it is favorable to clarify the corner stones of the personal convictions explicitly and to convey them continuously.
  • Where do I belong to?
    Not only the cultural area defines a person, but also the individual specialist areas. Based on them personal, collective and public order and orientation framework arise. They affect all roles (see above). Serious contradictions between the different areas produce conflicts that can be solved by a constant adjustment. For example, religious rules forbid to practice certain roles. Also a pronounced environmental awareness contradicts occupations that are known for extreme environmental damages.

The more harmonious the aspects of the self-image are, the more a role can be performed and the more authentically one is perceived by others.

Same series:

What do I do?

Where do I want to go?

Management of others starts with oneself

In the past, the management of the staff was defined by the structural organization. Selected people were assigned to substantial tasks and the leadership of employees. Today, guidance without the structural formalization is part of projects, workshops and teams. This leads to the fact that more and more employees are entrusted with the control of groups. Apart from the leadership tasks conception, coordination, communication and cooperation the self-management has a crucial role, because the management of others begins with oneself.

SelbstmanagementThe stability of the own personality, i.e. the physical and psychological resilience, is the prerequisite for an effective control of the employees. For this purpose, one should have the following three areas under control.

Who am I?
The coherent self-image is the sum of the possibilities that one possesses in total. For this purpose, the following questions should be answered. Which roles do you have? Which interest groups do you have and where? Which actions do you execute? Which abilities do you have? What is your orientation framework? The better the aspects of the self-image fit together, the easier is the execution of a role and the more reliable you become for your stakeholder.

What do I do?
Most of us will pursue only one business model at a time. Exceptions arise e.g. as a result of the reinforced work in projects, new organization styles and more and more cooperation. What is the real business idea? Which value discipline is located in the center? Which benefit promises do you give to partners and customers? In which markets are you operating? Which products and services do you offer? How do you generate earnings? How does the complete value creation look like and which part is the most important for you? Who are the involved partners and customers? Which resources are required? How do you communicate and coordinate? The more people are working together, the more important is the description of your personal business.

Where do I want to go?
The strategy substantiates the direction, in which you want to develop. How does your vision look like? What is the mission that you have to fulfill? What are the internal and external critical success factors? Which value discipline is the most important in the future? Which strengths, weaknesses, opportunities and risks have to be considered? In which direction do you want to develop? Which are your long-term goals? What are your future core deliverables? Which core competencies will you need? Which will be your core processes? The clearly described strategy is the prerequisite for fruitful cooperation between frequently alternating partners. Thus, it ensures that all pull in the same direction and fewer friction losses evolve.

As soon as you have your three pillars consistently under control, contradictions are settled and all aspects fit to each other, the leadership will become much easier. Your possibilities mutually complement, a consistent picture becomes visible, and your self-confidence is reinforced.