Frank Linde, Michael Reichl

Change-management leadership

When it comes to change processes, managers often feel forgotten and forsaken by their own superiors. As such processes progress from phase to phase, they do not know what behaviour to expect from their subordinates. Consequently, they are unable to give the operatives the required assistance.

1 Do not trivialize change processes

Improve service, raise productivity, increase profits – hardly any company nowadays does not face such challenges. As such, numerous change projects have to be embarked upon – often in parallel.

As a result, most companies are now sufficiently experienced in managing change processes at the structural level (cycles, processes, procedures). At the cultural level, however, when the objective is to ensure that the employees alter their behaviour accordingly, things often look different. In many cases, the higher hierarchy regards this point as a local management...

Related articles:

Issue 2019-4 Reiner Voss

Cutting-edge classic: Situational Leadership

There is no such thing as an ideal style of leadership. That, in a nutshell, is Paul Hersey‘s main message. One core element of the message that the “inventor“ of Situational Leadership wishes to...

Issue 2015-3

Start paying more attention to “normal” employees

In day-to-day operations, the manager’s attention often focuses mainly on the following groups of employees: low performers: employees whose work attitudes and behaviour fail to meet expectations and...

Issue 2019-1 Klaus Doll

Leading SMEs into the future

Owner-managed small- and medium-sized enterprises (SMEs) usually have the following strengths: They are customer-oriented and accustomed to providing service and carrying out small orders They are...

Issue 2017-3 Michael Schwartz

Doubling up as management executive and change manager

1 Seeing “change” as normality Technical development is progressing at breakneck speed; just like (digital) networking in the companies as well as between the companies and their environment. For...

Issue 2013-06

From obedience to responsibility: the midmarket needs a new management culture

Within the next decade, many of today’s key midmarket players will be retiring, and replacing them will be a central concern for many middle-market companies. Already, it is plain to see that...