The nextleader looks at 4 angles
The #nextleader masters the keyboard of people, business, change and self. In the future, leadership will operate in these areas of tension, and managers must achieve a balance in all areas. Our contribution today shows how this can succeed and what leadership must focus on in the future.
The nextleader is a leader for the own self
Many managers have the company and their employees well in mind, but forget themselves and often lose the balance. This is not only about topics such as personal time and goal management, but also about forgetting one’s own values and sensitivities. Read our article to find out which personal dimensions the #nextleader should pay attention to in order to stay in balance and be able to realize the hoped-for potential.
The nextleader supports the orientation movement of its employees
How does the #nextleader manage to bring both interest groups together in the area of tension between the company and the employee – especially when employees are demanding more and more independence and personal development instead of seeing the company’s interests? Read our article to find out why it will be important in the future not only to provide orientation, but to actively support employees’ orientation efforts.
The nextleader needs natural leadership authority
Of course, the nextleader needs natural leadership authority. But what is it made up of? And is better to be loved or feared? Read our article on what the nextleader will be most successful with and how natural leadership authority is composed.
The nextleader has only to do with changes
Changes accompany our entire life, privately and professionally, and shape our actions. Leadership is only justified by change and therefore becomes the core task of the nextleader. To be successful here, the nextleader needs the special competence of leadership wisdom. Read about the aspects that make up this in our first post of the #nextleader series.
A Best Practice with Coca-Cola: Modernizing their Development Landscape
Together with Strametz, Coca-Cola HBC Schweiz AG is modernizing its development landscape. Why did the company invest in these developments?
10 success factors for your assessment center
In our new series of articles, we highlight 10 basic success factors for designing qualitative and valid assessment centers. In the first article, you will learn why a careful requirements analysis is the foundation, why it pays to distinguish between potential and competence, and how specific behavioral anchors enable a sound assessment.
Multimodal/multimethodical procedures of personnel selection
Multimodal/multimethod diagnostics is one of the most demanding methods in psychological diagnostics. A widespread and popular representative of multimethod diagnostics, as a procedure, is the assessment center.
Talent management in the midmarket
In recent years, talent management has established itself as one of the most important issues for executives and HR managers. This development does not stop at small and medium-sized enterprises either. Here in particular, finding and retaining well-trained employees is one of the decisive factors in ensuring the company’s long-term competitiveness. But how can talent management work specifically in the midmarket? What special features are there to consider and what can practical measures look like? In our new series of articles, SMEs learn how to attract, identify, develop and retain talent.
Talent management in production
A potential-oriented Development Center provides the basis for a transparent
and fair talent management process to identify and develop candidates for manufacturing leadership positions.