Systemic Leadership

1. Introduction: Systemic leadership. Hello and welcome to this online course. I'm Marcus a1 house. And in the next few minutes and hours, I would like to guide you through this really exciting and interesting topic from leadership, systemic leadership and leadership competence for our current challenges as a leadership in a business environment, we need some new holistic thinking models. Therefore, we are going in the first chapter through the topic leadership in and focus of an academic and practical background necessary that we understand. What is leadership model? What are the best suitable you should models for me and for the company? In the next chapter, we're going to be discussing a little bit more this systemic attitude and approach. So what is the systemic edit you with this constructivism. And also we're discussing what quality should have a leader nowadays and what soft skills should you bring along? And this is also a bridge to the next chapter because we're making a little bit of a self-assessment and insert an external field so that we know our standing inside the company or insert and team. In the next chapter, we're going to discuss about the human resource approach because one of our main tasks is that we also, in the short and long-term, know where are we needing people and if we are sufficient enough for our manpower to fulfill the task. And in the last chapter we're going to talk about the systemic tools and methods so that you can be prepared for your own leadership role as best as possible. After this course, you will not only have the necessary background knowledge to the topic systemic leadership, but much more you will have the gains, the competence for systemic leadership. And with these competence, you will be able to implement a lot of different tools and techniques in your daily routine. Are you ready for the next level of your leadership skills? Then I'm looking forward to welcome you in this class. 2. What makes a good leader?: Let us start in this topic by discussing a few leaders. Nevertheless, if you like the person or not, just take it a little bit more objective way and think, why are these persons recognized as leaders or as good leaders? And we're starting here with a few names, e.g. Mahatma Gandhi, Nelson Mandela, Winston Churchill, and Martin Luther King, Abraham Lincoln, Mother Teresa Napoleon Bonaparte, George Washington, and so on and so on. And all of these names are the people behind it have some competencies. And what I would like to focus now is think about who is a great leader in your opinion should be on this list. It could somewhere from your environment, from your surrounding. And ask yourself, what makes someone a leader? And also, is a dictator, also a leader? And I invite you, think, a few moments about it and then we can discuss it here later on. So who's a great leader in your opinion, there have to be some core competencies. And one core competence could be e.g. that they communicate clearly, have a clear vision of something they would like to achieve. And also it could be that they are passionate about the work. Think of Steve Jobs. It was also and leader and leader because Steve Jobs has and, and totally creative mind and also was very, very focused on how this should be implemented. Sink of the airport, of the iPod, etc. These products were absolutely designed very well. And therefore, this wasn't passionate about the work. They don't care about being popular. Also, like Steve Jobs, because it doesn't matter if someone likes it because the product itself speaks for them. They keep their minds open and with mind open needs meat that you always searching for opportunities you are not making again and again the same thing. So you a little bit more an explorer. And the mindset is that leaders work for the employees and that otherwise, and manager and micro manager says, I'm delegating your work, you have to do it and then report to me. But as a leader, try to give them support so that they can fulfill their work as you might think it should be done. They are positive and encouraging. These are e.g. also in the political environment. But all of these persons has some, some vision and try to empower also other people so that they can fulfill their own visions. They built relationships, also regarding their environment, but also networking outside the company to give them value. And they lead by example. What I mean with that? That mean when I'm saying when the project comes to and milestone, then we have to put in the work and go for it. And then when you're leaving the company by 03:00 P.M. because you are not responsible for the operative tasks, then this is not by leading by example. That means that you are the last person which go home. Because this is what leading by example means. And also the respect of others is necessary. Here all these people were respected because they give respect. And this is what a leader also brings with them. Respect, giving, respect, taking. And this could be what makes someone a leader. Certain aspects which were discussed here, and he's a dictator also, leader is trust and rhetorical question what you can think through yourself. Because when you look e.g. in North Korea, also the people, yeah, I would say not really liking them, but they look to them. But why is it, What is this? Why is this reason behind it? Is it because they are scared of them? Or is it because they're admiring? So we have to distinguish what is in real leader and what is only who wants to be likened leader, but it's more manager like microorganism leadership. Just some quick overview and think about what is a leader and how could you bring leadership. 3. Where can you find leaders everywhere?: Let us talk about where we can find liters. And this simple question gives you also a simple answer because everywhere where people comes together and have a common goal or have a common target which they tried to fulfill. E.g. and obviously one in the business and in the market, but also in religious groups. In sports team, of course you have here and Captain who gives you the team leads. And could be asked by problems. Or this person says, what is now to do, not only in the training, but also brings the team together. And of course, the personal drains, the whole sports team is responsible for the team. But a team captain always keeps everything together inside the team because this person is also one of them. And therefore, it's kind of a leader in the political environment. It's also like an leadership because beyond the whole Charismatic topic, the person has to bring some competencies with them to pursue. If the people around them to do something or also to convince people that they are the best. This is also kind of concepts which could be regards to leadership concept, of course needs in social and hobby parts. So when you're in your leisure time, e.g. you are in some sports club it's at in your free time. There are also some leaders because they bring them together. They tried to find some schedule where everyone has time and they are looking for some venues where you can do this. You hope it's at. Also in band in this school classes, we're also making a differentiation about groups and teams because there are slightly different when it comes to goals. But also they have, these groups are needed someone who will sustain all of their doing in community, in churches. Also, military six is a good example because a lot of the leadership concepts comes from the military. And think about when they are in the field and someone is knocked out or get shot, e.g. then the next in the hierarchy will be our new manager leader, e.g. in the field. And this is also often in our companies, the person who has longest waited for the top position and maybe gets the next step, the next CEO position. But it's it off the right person or is it some just a person who waits and then he gets the job because he waited until August, the longest time period. Schools, gangs. And of course, here in the market. The market has r is always true with them. And therefore, only the best leaders can survive. 4. What do we mean by leadership?: What do we mean by leadership? But the term leadership, Let's try us to define year these words so that we're all have the common sense about it. And we could declare or define the leadership, e.g. by how is it done? Is it done in a properly way? Is it done in a way? The staff, the department works really well. And how could we also measure if someone or somewhere companies working well? Of course, in their outputs, the revenue is increasing, is all of the environment of the people are satisfied with their work history and good feedback cultures then open culture. These are things what can be measured when it comes to leadership. And also how to be successful as a leader isn't different kind of aspect and shouldn't be too related to the profits of a company. But I'm good leadership means e.g. when there's a crisis like COVID, like the energy crisis. Now, when everyone tries to fall out, a leadership keeps everything together, a good leadership and tries to bring out the best of the department of the company. And this could be measured because when there's not too much fluctuation, that means when someone is quitting their job because it gets too hot in to the topic e.g. are they leaving because they are not satisfied with the kind of leadership style this could be measured. And also, why does it fail? And it's not an bad thing when something fails, it's just the way how we deal with it. That means how do we reflect the things? And the last scenario, why does it fail? Why does my leadership style was not so comprehensive as I thought? And why is it? Why does the team didn't do the things I would like to do with this self-reflection. You get an outcome and see, aha, this is an kind of situation I have to change or our f to adapt. And this is also a good leadership. Overcome obstacles in the way and be more open-minded and be self-reflective and communicating and transplant way. And this could be an kind of definition what leading means. 5. History and evolution of leadership: In this video, we take a closer look into the past so that we can understand the evolution of leadership. And we're starting by the year 1940 and whether behavioral theories started with that. I mean, that we started by delegating the tasks in a way that people should do it in a way how the main goal is. Then 1960s, the contingency theory started. But I would like to skip this one because the transactional and transformational leaderships were milestone in this whole leadership environment. Because the transactional leadership tries to gives you an end goal which you should succeed, and then you will be getting a bonus. This is one extrinsic view, but the transformational leadership is more that gives you a simulation, gives you motivation influences you so that you overcome the obstacle and the way to achieve this. And it's more a maturity level, but you can still fulfill small self-fulfilling way. And it's a way how you develop also some other managers. Because this is the highest point what you can reach that you can do this stuff for you want inside the company regarding the main goals. Then we have collaborative leadership. That means you are here for you stuff you try to lead to where it wants and the other person's tried to give you feedback on their work behavior. So it's more than situational style. And in the $22,000 in the millennium. Then the complexity theory started with that. I mean, the big data. All of the metrics with deep learning use this kind of metrics and tools to gathering new information. And with this information, we try to find other and proper solutions also regarding our whole leadership work. So this whole data-driven Burke is, sustains our work but shouldn't drive our work. Yeah, and of course, in the next few years we will have here other nice new leadership concepts and more vertical ones, more online one, focused leadership styles. And this will be new challenges, which leads also to new opportunities. 6. Theorie X and Y: In this video, I would like to talk with you about the Theory X and Y from Douglas McGregor. It's based on 1960s approach from MacGregor. And this here developed some contrasting theories about how managers could see their working environment and how people are affected by their working habits. And it's really good and understandable approach because you will find those two theories again and again in nowadays companies. So what's behind the motivation of people? This is the main core, the main part which deals with the theory. And the theory X is more than pessimistic way. That means that managers believes that their stuff that the employees are not willing to work. They are disliking their work. They are trying to avoid responsibility because this is much effort, it's cost, energy. And that's the only needs to constant work. They don't like to go the extra mile and they have to be controlled because otherwise they don't do the job in a proper way. And also they need to be supervised on each step. So a lot of micro managing is you're done. And they have to have no really incentivize this to work because they getting the end of the month, the whole money and that's enough for them, so they don't need any bonuses, etc. And this is, of course on pessimistic view. But you will find it in nowadays companies, although it's really old-fashioned and is not used anymore. Because this is not how you should treat the people in your company because it shouldn't be a little bit more a trust basis, but it depends on the maturity level, level of the person. And we will deal with the maturity levels later on. But of course, you need some kind of Aspects of the Theory X. Also in nowadays companies, as I told you before, in some critical infrastructure, there is no need for creativity. There is just to handle down a checklist, e.g. in an emergency case. Then some people think about through the whole process. And then when emergency hits, we have to do exactly what we should do. And the Theory X, it's completely the opposite, is more on the way how we can do the work together. But this also means that the dimensions have a more optimistic way, how they lead the people. Because the people are more happy to work on your own initiatives. And they see the work not only as that they have to do, but maybe also the like it. E.g. in four days a week environment, they have four working days, three days off. So they really like to be here, wants to contribute to the topic, to the service, to the product. And therefore, there's an, a whole new energy in the room. There are self-motivated and to want to complete their tasks in their own way. There is more involvement that needs also more leadership work because there's a lot of different things going on. And also they are seeking to be a little bit more responsible also for some tasks, but also for maybe the whole service or the whole department. And this view of work is really more challenging but more fulfilling. And therefore it's a more intrinsic rate and approach. And this solves problem nowadays in and more effective and easier way because they are all common sense. They have a common belief that the, maybe the company really do something goods to the world and therefore the manpower behind it is much more than in the Theory X. And these are two contrary different kinds of approaches. But it gives you an understanding how fundamental to stories are two leadership styles could be implemented in a company. 7. Transactional & Transformational Leadership: And in the context of leadership styles, I would like also to introduce you into transactional and transformational leadership. And both of them have, of course, the same goal to be productive in the company, in the environment. But both of them have different kinds of approaches which are focusing a little bit more in detail. The first one is the transactional leadership. And as we discussed before, It's more an extrinsic weight. That means managers agree and goals. And when the goal is achieved, there isn't a reward. Maybe some beneficial things like monetary incentivizes or the next step on the career ladder. On the other hand, we have here the transformational leadership. And it's more, and our conversion of work performance into a higher goal, more intrinsic value. And this is not what you can stay out that this is nowadays appreciated and desired transformational leadership style. But it depends always on the circumstances and the end of the industry of the business. But in a general way, of course, you would focus a little bit more on the intrinsic and the transformation leadership. Because otherwise, you just have some greedy persons inside your company, which just be ecocentric and once their own best outcome of the whole goal setting. But there are many more different aspects which I would like to go through. E.g. the leader source of power is very different and that you can understand how your will be recognized as a leader with these different styles. And we could say here is more than rank and the position in the company important, then e.g. here is mod character and also the compliance. How you stick to your whole being is more recognized when it comes to follow our reaction inside the company. Then here is more of the compliance and heated commitment. So on topic, here is more, do a, B, and C on my checklist or is it here? Do I go the extra mile? It's at them. Also when it comes to the timeframes, It's interesting to observe. The transactional leadership is more in the short-term. That means Focusing on my next column and next management periods on my next contract just to achieve my goal and for my department scoring the transformational leadership focusing on a much longer time period, e.g. to be the best output in three to five years. Nevertheless, if the outputs will be appreciated by Nowadays fulfilling the goals. Also on the rewards are completely different here our model rewards the payment or the promotion. And then the other hand, we have some pride and safest thing. So how could you really develop inside the company? Supervision when it comes to controlling and observing is here more mandatory? And here it's more in the way of development and tear. It's more and evaluating how you do some things according to metrics. And under otherwise, you would think, how could we develop it on to the next level so that we can be the best as last year, e.g. it's also when we say that different kinds of industry, of course, need some transactional leadership. But as I introduced to you before, nowadays, the thyroid leadership style is more transformational because people like to develop and also wants to make a contribution to the topic. And this is easier with the transformational leadership style. 8. Leadership Styles: Let us focus once again and different kinds of leadership styles so that you have a good overview of what kind of leadership style you would like to accomplish and also to implement in your daily work. And of course, there are many lots of different kinds of facets. But these are rough overview of three different leadership styles. The first one could be the ATO authority ten. That means you have a little bit more operational objectives. You setting action steps, distribute the work, and be motor controller, and also embrace and blame if something goes wrong or is good. And of course, you need some of these aspects in your daily work. But there are also some other kinds like the Democratic. There were group goals. Procedure is determined in the group. Leaders give more advices and not controlling them ended the objective standards is there is implemented for criticism in the group assignments help them to not BO, very egocentric and try only to fulfill your own tasks and leaving the group behind. Those next step, which also is included in many different companies when it comes to a more senior level and is the laissez-faire style. It's more freedom of choice. It's leading person to provide the work equipment, supplies, information, and request. There is no interventions and there is no fixed assignments. This is when the maturity level of the person is very high, then you're trusting we have to do this or that until then and then go for it. And in a democratically where you have a team and very engaged team. But there you have to be a little bit more in the management sector because a few of them maybe need some controlling aspect. But the overall statement is that the whole team is one unit and they can perform really well as a team. And as you can see, there are really some constraints and also they are more in each direction, more. There is more important things from each of the three sectors which you can implement by yourself in your own company. 9. The dimensionally oriented concept: In this video, I would like to introduce you to the dimensional orientated concept from tau and tau. Therefore, we have a grid with four quadrants and we have here four units. The first unit will be the maximum steering and control. We have here. And the bottom side, minimal steering, emotional coldness, and emotional warmth. And according to this grid, we have four different leadership styles. With the first one, this is the co-operative, the Arthurian, the lessee fear and a protector. And a few of them we have already discussed. But the good thing on this concept is that you can use this grid also fun self-assessment. It means e.g. and you discussing all of these different kinds, then introduce it to your counterpart in the surfaces, we can begin, e.g. when a person says, I am, I think I'm here, but I would like to develop more in this region. Then you have an toolbar you can develop and F and self-assessment for and self-reflection process. But before we start with that, Let's go through the different kinds of dimensions. So the first style is co-operative. It's the emotional coldness and minimus steering. And let me give you an overview about these two dimensions. And what I mean with emotionally coordinates is that there is a few on nearly nothing of appreciation. So there's a lot of anxiety and this is not giving the people another secure feeling about the working place. They don't know how to relationship to the lead on to the manager because they're emotionally cold. This is very, very distant. And de minimis steering and control isn't good thing for People who has an higher maturity level because they can use their own creativity, they can use their own working hours as the like. Nevertheless, it's necessary that the work is done. The Arthurian we have discussed it already is maximum steering. This is, there's a lot of tensions between the team and also with the against the leader. There is some alliances which voting against the leader or the manager. And there's a lot of energy put into whole of this tension for the relationship because no one is satisfied with all of the working conditions and their emotional coldness. The top of third, because the z that really don't like to work with them, they just try to give them orders like an only a management micromanagement. And therefore, this is not what someone really wants to do them. The other hand, we're fear. The next one, this is the laissez-faire steel mini-mills during emotional warms. And this gives them much appreciation. That means that when people go to, comes to you, then you are listening to them, give them stupidity, give them feedback about. And this is what people are like in the oddest companies. They got, appreciate it and also get the feedback that work is done on a proper way. The minimum steering is as well, a good company. When it comes to creative jobs, like in a marketing, lacking the IT like in a business development sector, etc. Then we have default. One, this is to protect on maximum steering, but emotionally warm. They tried to protect everything, not only the product, also the people that they're not burn out, etc. It's also, something might be not desirable. But for self estimation, it could be good. When a person says, I think the surface has many SEO, but you from an external perspective would say, I would rather put you in this quadrant. So maybe we develop a strategy that you getting more in this quadrant. What can we do? The dimensional oriented concept from touch and touch. 10. Situational Leadership Model: One of the famous leadership models comes from her seat and bloodshot. It's the situational leadership model. As you can see, we have here four different quadrants. And we starting from the right, going to directing, to coaching the supporting and to delegating. This is also an kind of maturity level from our counterparts, from our followers, as Jose and brochure also defines it. So this is the leadership, different kind of leadership styles. But each style has also on counterpart for our employees, for our department. And this is called followers. And to follow us, our gender, S1 on the right quadrant at the bottom, server is unable and not really willing to work. And therefore, we have to set up and directed leadership model. We start reacting amine that we have been focused on providing directions to the employees. That could be clearly simple instructions. That means clear explanation and also, and kick Leah for supervision when something goes from very, very Arthurian. But it's necessary because the people in this sector, according to this model, are not likely to work on them on their own behalf. The next quadrant, the right top, it's coaching the S2. This is more interesting because he will have someone who's unable but willing to work, maybe some junior manager. So people who try to give their best but they haven't got the proper skills yet. And therefore, we tried to set up your coaching style. That means, what do you need for the work to fulfill the work? That means you can give them the proper support, them, give them the necessary way so that they can develop by their own. And it's really the next step on the maturity level. And then we come to the second one. So you will have even more maturity levels from our followers. It's high supportive, low directive behaviour. In this kind of sector, we have someone who is able to work but really don't want their work to do because they had that need. A lot of times are they are nearly yes. Wants to jump up to the next career ladder and therefore we have to support them. And supporting can mean that we are seeing there is some tensions ongoing or there is a lack of motivation. And therefore, we're before the problem comes into our area, we want to motivate gifting feedback and also encouraged him to go to the next step or to take risks, e.g. so I'm really, really a leader. Work is done. You ended the last step. We have the delegating one. And this is not the typical delegation. That means just giving someone tasks because we have people who are able and willing to do work. But nevertheless, we have to give them tasks so that they can fulfill it their own way, like an a C, all ever like it. And department managers, senior manager, just say, we have now to do this project, please. Can you fulfill here e.g. the whole calculation they will finance topic, the whole IT part, whatever, just do it. And this is, involves minimal direction and also minimal supporting or coaching. But when the people want some feedback, of course we give them. And this is a good approach because nowadays you have so much different employees at one project, e.g. different kinds of generations. And therefore we have to adapt to the situation. And this could give us some good tool. And how we can easily and be flexible in the world of leadership. 11. Management by concepts: I'm sure nearly every one of you have already heard about the management by concepts. And my intention is not to introduce you to do a different kind of these concepts because when you Google it, you will find over 200 of these concepts. My idea is you introduce it to the whole topic of the management by concepts. And therefore, one example is the management by objectives. And that means that the overall organization has in common goal. Of course, the CEO and all of the senior managers agreed to some goals. These goal will also provided and break down to the department. Then the senior managers will break down it's to the teams and to the single individual. So everyone in the company should now have a goal on, they can work on the next half or full year. And with this, this is the main idea that's the common though overall goal will be succeeded very fastly because everyone has a motivation to fulfill their goals, because they get done some bonuses, etc. And with these kind of objectives, you also have in the management and leadership theory. You have and tool because now you can continuous monitoring the progress and the performance evaluation will then take place after quarter, half a year annually, and then you give him feedback. So that's the person or the department can even be more or better over the time. And at the end of the year, you're giving once again our feedback. And then there's a performance appraisal. And this will lead to the next year's goal and so on and so on. This is a kind of concept very nearly everyone has experienced by their own. So it's a good way to extra extrinsic motivator people. There are many other different kind of management by concepts, by dedication, by exception, and buy decision rules. But the main concept is that someone gets an extrinsic motivation to fulfill their work, to do something. And management by concepts are really handy when it comes to an overall view of the company. 12. Generations: We're now coming to the end of this chapter. Before we close into chapter, I would like to talk a little bit more about generations. This is an oboist rest, Bert, I would say, because nearly everyone wants to discuss something about generations nowadays. But my intention is to give you an overview so that you really can understand what are the different kinds of demands of this generation. And it's not so important that you know, which year it goes one generation to the other. It's more that we know there are different station. And I would like to start with the baby boomers. They were born around roundabout 1960. And it's more likely that they use to hierarchical yeah, concepts. And also that they are used to do one task at a time. That means e.g. if they are in the accounting department and they making the end calculations for the year. This is the one project with goes until the month and they are unused to do with some other projects besides this, because this is my main topic and this is what I want to do now until demand. And also, they are not used to getting feedback on a regular basis. And the knowledge transfer is only acceptable from real experts like an academic environment from schools or from an institution. And they are not used to make some online courses and getting their learned by themselves, etc. So, and of course this is more superficial few of the generations. But it's also that they are very skeptical about innovations because they also tends to be a little bit in the future regarding to the retirements. And also when we are talking about a different station degeneration x roundabout, 1965 to 1980. They are more independent. They are multitasking able when it's really necessary. They used to feed back on a regular basis and they are already known that they have to study a little bit. And the Generation Y, and I think I'm also included here, likes to network and also the multitasking is from routine. And it's more that we're used to getting feedback on a regular basis. And we are also used to lifelong learning and we'll know we have more than two years to work, and therefore, we have to acquire the knowledge to give you a sustainable work output. And the generations sets is, comes to the millennials. And we have more Douglas digitalization is and swear words. Because since the beginning of degeneration said there are social media as their smartphones, tablets, etc. So multitasking since the beginning, look at the second insert screens. And also a lot of freedom. No fixed structures. They don't like fixed hierarchies. They like four working days, like remote working virtual teams. And also the generation Alpha from 2005 till now over seven, nevertheless, are even more like the freedom and they are also now getting into our organizations. I've skipped this one because it's like degeneration set in my eyes. But you see there are different understanding how work is done and also different approaches in the team book. And now a scenario which is on a daily basis. And project team has some Baby Boomers, some generations set e.g. January subset makes the whole social media marketing things. These are the experts for the products. And the generation set likes to work very fast quickly approaches because in our fast-paced world is in need that we are quickly doing things and the baby boomer just wants to make the calculation slow process because it should be sustainable. And as a leader, as a manager, we have to adapt here and put in a lot of leadership work. That means team workshops so that we have fun understanding how we work together and also in necessary few of the different kinds of demands when it comes to I'm communication into the feedback hits it. You see, it's really an important topic which should include the whole leadership work. 13. System Theory: We are starting this chapter by defining what is the systems theory. We can talk only about the definition hours and hours. And when you Google it, you will find different kinds of aspects, different kind of definition. And I would like to go along with the following one. In all network systems, limited interventions have unlimited effects. Every intervention has an impact on the individual entity system. And this is a good overview and goods image which also describes the system theory. We have different kinds of gears and they are all connected to each other. That means when I have my whole individual, I'm asking a question, I'm making some behavioral change. An intervention. That means something in the behavior infrastructure will be slightly changed. And this slightly change will moves one out of one of the gears and all other years also will be moved to other gears. Could be the private life, the business life, some leisure time. You name it. But what I would like to emphasize here is that one change could affect several other changes. And what we now try to do is with this systemic approach that understands that people are mainly in interaction with the social environment. And the result is very resulted and solution-focused. And any intervention could lead to a possible solution and could effectively change our counterpart. This is embarrassed, simple explanation, but gives you a rough overview what the system theory means. The systems theory could be that all of the things which are connected to a human being, to any single individual could affect also the individual. Therefore, we also can make a lot of changes there. We understand on my understanding of the system theories that we are supporting here. The process, We're not done consultancy, we just give some feedback and some advices. We are more that we've tried to understand the whole system and ask proper question that leads the thinking process in the right way of our individual. This is in makers what a system theories. 14. Systemic Attitude: So what is now the systemic attitudes? I would like to start by the differentiation to consulting and advising. We're not delivering fast and quick solutions to problems, which comes to us because this is too easy and this is in most cases, not unsustainable way to solve problems, e.g. if a junior manager comes to us, The Ginny manager has a problem with the communication, always delegating they're working tasks to the team and we're awesome. The next manager, next leader. We're asked what he or she can do. And therefore, we of course could just say, Yeah, you have to be stricter. You have to follow in these debt. But it's this really what's the person now needs? Or is it more and conversation and find out what he or she has to adapt. And this brings me to one of the first points of the systemic attitude and the attributes which are, we'll go through now. And one is the attitude of not knowing the means. I am know that this is some problem, but I can't give you my solution because the solution for me is for me the best and maybe not suitable for you. And therefore, I'm asking question. The second attribute will be curiosity. I want to find out more about the problem. And I really have fun, honestly interest in this problem. And then I asking one was to describe me the last team session. What was it when you are really interested in solving this issue? Then our counterpart and the team manager will get, get the feeling that we're really interested and we'd be a little bit more open. You're just asking questions so that I want to go away with this task. Then of course, our counterpart could be opened. We also give them a little bit of appreciation that he or she comes with the problem to us so that we can also solve that. And we are not solving it. We're supporting the process that the team manager has the ability to solve it by themselves. And this is what the systemic attitude is. We are supporting and process and we're not an consultant or an advisor. This is really strictly forbidden When we say so in the systemic attitude because we are more enabler and tried to positively motivated to act people. And therefore, we also respect the autonomy. That means the autonomy that people have the ability to come to a solution by themselves and not by getting and quick answer from us. So as you can see, it's a little bit different approach. Most of the people who are getting the first time in touch with the systemic editors think this is like hocus-pocus and something new, but it's a more sustainable way that we can implement in our daily leadership work. 15. Constructivism: So what is leadership and the leadership work on daily basis in our work environment meant deaf. I have two quotes so that we can also approach the concept of the constructivism. And one could be that the leadership emerges the interaction of people with the goal to effect positive outcome. Now you could say, okay, nice quotes, but another approach could be possessing and diverse skills, knowledge, and experiences, along with a willingness to openly and collaboratively engage with others to solve problems and create positive change. And we should also visualize and also for us in our work, internalize some approach which fits perfectly to us so that we also have self-understanding of our leadership work. And this could be one approach. But now let's focus on the constructivism. And this is one major pillar and one major aspect when it comes to the systemic attitude. And I think this is really important. And I have collected your sweep points. The first point is from constructivism, there is no reality without an observer. And think about it, that we go on to the next point. There is no objective environment independent of us. And also there is impossibility to control perception in perception as interpretation. And with these three points, should give you a rough overview what the constructivism is. An example. If I'm a junior manager comes to you with a problem and it could be that the person has now an ongoing education. Part-time was the job. So the person works e.g. 30 to 35 h. And in the evenings on the weekends, there are a lot of education in class is going on. And the person deals also with some childcare issues because the child got COVID and so on and so on. There are lots of troubles going on, a lot of issues. The person comes down to you and you say, come on. This is only the whole workshop. The whole classes are only three months. Go for it. Look forward. I've made two masters also besides the job. So this could be easily done. You could say that, and this will relatively the whole problem. But there is no objective environment independent of us. Means when the person had their individual has some problem. The problem is now really a major topic for the person. Even it seems for us so tiny and not relevant. But for the person, it's really an obstacle in their way. And often they are not able to articulate what they want from us. They have a problem and they don't want it. And they are scared of the consequences, e.g. but they are nearly burned out when they're going for it on. And therefore, the constructivism helps us and attitude and mindset so that we can understand, okay, there is a real problem here. There could be something what I can do and be positive and also the impossibility to control perception and interpretation. So we could, of course say command and see that as a challenge. And then afterwards he needs to v, You can stay doubt that you are really stressed. You can kind of stress it's at, but when it's real honest approach, then we have to understand it in the right way and be open for the construct tourism. This should help us and the daily work in the leadership, systemic leadership work. 16. Systemic Approach: So now we have already a deal to as the systemic edit you wish to system theory. But what could be now the systemic approach. And therefore, I have a few points that we're going to discuss so that we have from proper understanding what the systemic approach means, because this will be implemented in our leadership style. So I would like to start with the following, and it's the person centered. And what I mean with that is that not a problem is in focus and that's the environment, not a political situation, the person. So we are just focusing on the whole system besides the person. And also in connected with this is that we aren't having solution-based approach. When it comes to problems. We tend to be also very analytical and this is necessary because often we are just skipping two and solution, but we don't understand where the problem is the root cause of the problem. And therefore, we have to analyze the problem. But in the systemic attitude and approach, we are just focusing on the solution view because we tried to get the best out of the person. But in our systemic leadership approach with just making root cause analysis. And then we are using solution-based approach. It's also a kind of support process. We're not just delivering some advices or some help, some some help in case of solution. And we're not consulting. Consulting could be if there isn't change of an IT process and T program, we need someone who is an expert in the field to help us to implement the software. What will help us to gain the knowledge of the whole process? We are conveying methods and developing and proper solution, but we're not consulting on a specific topic to this. Of course, we could also share some methods so that we are working together in a development process that could be, and we also will do that later on. But consulting, just making some some theory, e.g. this is not what's the cases were developing objectives. And it's more than external consultancy exercise. And also only in a professional context, we are not dealing with some private issues, e.g. if there's a divorce ongoing, this is could affect of course, the system and of course it affects also our business environment. But we are not coaching here in this specific point. And of course, as we told before, its resource orientated, really, really focused on the resources, what the person brings with you with it so that we can work here together on a proper solution. And this could be summarized essence systemic approach. 17. Systemic Leadership as consultancy services: Systemic leadership S and consultancy service. And now you may be wondering is why I'm taking the consultancy service into the systemic leadership. When we've heard before that this is absolutely not systemic. And the reason is that we have an understanding of our own leadership work. And therefore I brought three points. What I would say is defining also in whole management and leadership approach. And therefore, we have unrolled inside the company. That means I'm CEO and COO. I'm team leader, senior manager, product on a unit, and f of responsibility, Ivan, job description. There is exactly what I have to do them. And I'm I'm authorized to issue directives. This is what my role is. I have certain abilities, insert and company that I have to fulfill nursing responsibilities. But now also with in second part, this is the function and have different kind of function in the company which are more implicit, which are not in my job description, e.g. I'm more developing solutions for structures. I'm on mediator. I tried to encourage people to take more risks, e.g. or I tried to buildings up some network. I tried to initiate processes, be a little bit more green in the direction of green energy resources or resource orientated. It's therefore, we have a lot of function, insert and Company, which are not really obviously for others. But maybe this isn't a reason why some people tried to gain to your environment because you are implicit F dysfunction. And of course, our personality, our individual behavior, our experience. And all these leads to hear this point to our leadership of values x, understanding. And of course, we're using these experience, these as a consultancy because we made this experience. We have this function and of course we are delivering it to our counterparts. But in a strongly systemic attitudes, we are trying to be more neutral and be more in the systemic attitudes. But in a general approach, of course, we are. Let's influence our daily leadership life with our experience. 18. Team vs. groups vs. organization: When we have to take the lead and also B and leader Dan, it's necessary that we understand our organization and that we understand that there are differences between teams and groups and also the organization. And therefore, we should recognize the differences and also be aware that it's mixing change. If we have a team or in group and a team, it could be someone who has some common goal. E.g. in a project team, we have some specialists for finance, marketing, IT and the product itself, and some project leader who also is involved, technical, technically do the topic, then each of them have his own goals. But to save the main goal of the project, because if someone is in the team missed his goal, e.g. the financial part, the technical part, the whole project is in jeopardy and maybe won't succeed. And therefore, each individual goal is critical to the main goal. This is a completely other drv and as we did in the chapter before, was the Theory X and Theory Y. This gives us an, also an intrinsic value. And this is necessary that we understand in our team and leading work how we could address goals and also individual goals into Teams. Group on the other hand, could be when people meet together for a specific time. But all of them have some specific goals to individual goals, There are also the possibility for their own tasks in it, for the whole tasks. It could be that e.g. there is an evaluation of the whole company and there isn't a project group. But this group is defined by a few different individuals, some specialists of the whole company, and each of them has to evaluate the e.g. one of them, the financial sector, the IT sector infrastructure, the marketing. It's it, there is no overall goal, there's just this individual goals, but they work in a project because afterwards, the whole evaluation will be visualized from the CEO, e.g. if someone has here and good outcome or not, good outcome isn't really relevant for the overall machination of the project. Team versus groups. Slightly different approach. And the organization could be that there are different kinds of teams, departments, and groups. So it is an overall consumption and this is what it makes a difference. Difficult also in, in our work, in environment when it comes to our leading work. Because the organizational behavior is one of the hardest challenges when it comes to our daily, broke, our daily leading work, and also discussing a few things about the organization later on. Here just to focus about the different session. 19. Qualities of a Leader: Let us talk in this video about the qualities of a leader. And I invite you to click on pause, think about what four major qualities you would identify to your next manager, next leader, or identify What kind of qualities would you bring along when it comes to your systemic leadership? From our understanding and our fear for points which I would identify in the first one is the knowledge, commitment to lifelong learning. And they shouldn't be just an word. It should be also lift. That means not just going to times in a year or two and weekend workshop. That means that you really show them also what you preach and try to be always on the newest topic. Discussed the news topic, learn wisdom year's topic, and also share your knowledge from these new knowledges. It doesn't mean that you're always be up to date and try to invent it. But you should be also interested in new innovations. To courage standing up for what you believe is the second point in my case. That means when maybe I'll project goes not in the way you expected, then you can't regulates the next project because this was irresponsible in an initial phase that you started it. So you're also responsible for the outcome. That means you have to stand up also for the project team. And you analyse why was this not proper outcoming and then setting maybe some regulations. But courage also when it means to take risks. Risking when someone brings a new idea to you. And you could probably say, if you think this isn't good idea, use five or ten per cent of the project time to develop some innovation. Just let me know if you need something. And at the end, I would like to see here first prototype, e.g. this is taking a risk with, yeah, I would say, some predictable outcome or predictable risk and therefore go for it. The third point will be open-mindedness is just a buzzword, but it's also with the knowledge. Consider alternatives. When it comes to problems and crisis like COVID, energy crisis and the next will follow on. Then. We have to adapt and be flexible very quickly to one situation and SEO, soil and the COVID crisis. Then, from the next day, the remote work was implemented by nearly every company because they were glad that someone is working from home. And before it wasn't only imaginable. And to be open-minded, this doesn't mean that you have to jump on every iteration print, but I'm not also implementing each new innovation, but maybe in a small sector, give it a try for some new organization development processes. Keep an eye on all these things and to try it out, reflected. And this means be open, be flexible when it comes to new ideas and new solutions. Then I'm switching to the other side here. Default point will be the experience, shared time and experience, not only when something goes well, also share you failures. And I think this is one of the major part when it comes to lead leadership work, that we have to be more transparent in the waste doesn't go well. E.g. if we implemented an equality project, shall project flex chromatid or for an incompletely not IT related project. And it won't go well. Then we communicate this and say, We've tried it out with invested a lot of money, but it wasn't so flexible as we thought we has many, many different communication problems and therefore, it wasn't try, but Boston sufficient for us, maybe the next time. This is something like an failure culture because when you are rarely transplants and maybe also the employees will follow. Another kind would be awesome. If something goes not the way that is odd, then you maybe could also share your experience. Why was it so you thought this would be a good way to do it regarding decent as facts. But in the next month there are circumstances changes completely. So therefore, we have to adapt to the situation and we are also have the courage to quit somewhere, not too fast, but when we see there is no real outcome, then we have to create it. And therefore, qualities of a leader could be much, much more. But here, just a quick overview. 20. Area of competence: In this video, I would like to give you an overview of the area of competencies which systemically leadership bring along, or S, and we're for self-reflection so that you can make an self-assessment of your own competencies and where maybe you should acquire a little bit more. One approach is that we are starting with the main competencies. And this would be the technical tactical topics, e.g. if you are very good in IT or in the Business Administration in law topics are in languages. Nowadays, the interdisciplinary knowledge, that means your haven't study in business administration, but as well as something in the human resource, e.g. these two knowledges comes together and strengthens your leadership skills one more. So in my case, e.g. iPhone, electrician and education and also some business informatics degrees. And as well later on, I made and second degree in the human resource department or human resource area. And therefore, I bring along to competencies with the technical factor of focus. And this is what nowadays in bigger companies nearly is a quiet because you need also, besides the faculty club, also some leadership knowledge. What do you bring along? And therefore competencies is one of the first entries I would say. And also some individual skills, as I would say, is how resilient you are, how creative you are responsible for some things. If you are independent and these individuals curious, you could also measure along a timeline. You can observe how you see your team doing house and future IR junior manager doing an easy way to the Chilean management position here from development plan. And therefore you can see, is it really resilient or she, when it comes to deadlines, etc. You see really proactive? Or is it maybe a little bit too passive when it comes to problems, etc. In this leads also to some social competencies, e.g. he or she capable of leadership when some, e.g. the miniature gods spontaneously ill and he or she has to jump in, make the presentation without any preparation. Is he capable of doing such work? Is he or she and team player that you can observe also very well and give them also some feedback from development process. Is the customer or customer orientated? It's this person really beneficial, or it's beneficial outcome to the company. Then we see this side, the methodic and how metals, which methodic do you use for the rhetoric, for quality awareness, troubleshooting, etc. And often these methods and competencies where ultimately some qualifications connected and you could acquire external, but you can also do some training on the job. And as you can see, we have different kinds of competence levels, what you should bring along, but what you can also acquire during the life of career path. 21. Soft Skills: Let us focus in this video about the soft skills. So it's an rough overview on which software you should bring along from self-assessment or when you are trying to develop some future managers. And one of the soft goods could be how sensitivity are the person regarding to the work environment, e.g. prepare for the opposite side. Empathetic and openness. And this is, you could easily observe on a daily basis, how is the contact between clients, between other team members, between other managers, etc. And also on the point of cooperation involves others when it comes to problems or involves when acquiring expertise, benefits from the experience of others creates. Connectedness means more networking. And these are soft skills which are really handy when it comes to persons and people who have a lot of responsibility in the team. Then as the next part we have passivation. One of those soft skills, which should have nearly every leader on because wins others for yourself and procedures, lines of argumentation. This is necessary when you are in the discussion, when you're arguing when you sell your idea to grow it for etc. And parcellation should be also not too much, not Oberyn faced, but a little bit of them is necessary. Then as a last point, we have determination, active instead of reactive so that you can see a harder will be on problems soon. I'm not just blaming someone ora, I take the initiative to go into this problem and solve it, hopefully extends to decisions. Also. It's kind of competence when you see, okay, we tried it one month, it has no success. Then we have to change the course and we quit it. Now. This is also on competence and stands for decision because you try something for a length of period, you resist the first resistance, and then you go further on. So it reflects mistakes and looks to the future as we discussed before. This gives you a good overview on which soft skills you may are looking for in a team or you should have when it comes to systemic leadership. 22. Interior and exterior view: Additionally to the previous video, I would like to add the interior and exterior view. In this video. It's more like conceptual reflections so that we analyse what drives to person. And with this tiny tour, you can see are in addition to the normal knowledge and skills, the person must do the job well. And therefore, we have an extra and interior. And the exterior is, of course, the management skills, what you obviously can see what the person is doing good. And also like the expert ties, the actual knowledge which the person brings along. And on the opposite is the interior view. That means what is the intrinsic motivators, what drives the person and how resilient they are. And this gives you a good overview on why other people working. What are they really wants to achieve in their job? And what is it? Why did do something? E.g. if a person really wants to be a manager and wants to have a little team with them. What is the intrinsic motivation only to be a boss and to delegate? Or is it to achieve more recent team so that you have more resources, more manpower behind it, so that they can fulfill more work, e.g. this is what you could be analyzing when it comes to development process. Or you could use this schematic for reflecting yourself and see what are the interior, the intrinsic motivation behind it. 23. Systemic questions: Let us start in a new category. And this is the systemic question. And I would like to start in this category with two quotes. The first one is fun, Schmidt, and he says, if you want afterwards, completely different answers than you're used to. You shouldn't ask him the usual way. And there's a lot of two things in it because we are always thinking in patterns and in routines. We like routines as a human being and therefore, we should be aware of that so that we can change initially and also intentionally our hallway, how we asking questions because we want different solution as usual. Because often when someone brings a problem to us, they tried something out and it doesn't work. So why should it work? When we give them them just a solution, we have to change our perspective. The second is fun. Sonia ratites. Ratites. Our goal is not to find cause of problems, but to achieve goals and solutions in the future. And this is completely contrary to the typical analytical approach where it goes the main focus to the to the root cause of the problem. Shifting the focus only to the solution base. And this is what systemic attitude means when we are asking question. We tried to, of course analyze the problem, but then we tried to find only to look into future, what can happen next? What can you resources help to solve the problem? So let's focus on what systemic question brings to us. And it brings generate newer information, triggers own idea on convey implicit message. And this is what we want. We want to gathering more information, filter information, and also trigger new ideas in the way of we're supporting the thinking processes. And by triggering new ideas, we can ask questions in a way, not usual way so that the person thinks or how can this is really a good point? Maybe I should consider it, e.g. when the problem is the communication style is that's the junior manager has problem is to communication, to delegate some tasks. Then we could ask, what are the teammates saying about your communication style? Or are the teammates and willing to adapt a new IT system for some communications deal. Maybe we should skip Trello or the e-mail and should change to another communication tool, etc. And conveying implicit message could be that we will do this later on with some circular question. That means we are imaginary. Invite other people into our meeting and then asking, what do you see your wife or your man saying about the problem? What is your best friend thinking when you are just using more budget as intentionally? Use thought about. So it gives a new idea, breakthrough some patterns to hopefully gathering new information. And this is what the systemic question of roaches. 24. Values: In this video, I would like to discuss and talk with you about values. The inner values from an human being can never be changed and must not be changed because these are the inside beliefs. What makes a human being, e.g. some religious political views, and also some how you prepare your food, how you are being too in and meeting e.g. how is your discussion value? Are you interrupting someone or are you really introverted? These are values which are often not really lift, insert and business contexts, but could affect the business contexts. E.g. when it comes to religious habits, when it comes to some regulations, what brings these topics to our working environment? Of course, there are some values which could be measured, e.g. some personal and social, political, economically, philosophical topics. But the point is that we have and should be open for some diversity. And of course we be aware of all of multicultural culture and be aware of the diversity approach. What does it really mean in our daily leading work that we implemented and that we can give them the much appreciation and also that everyone has his place inside and team or insert tech company. And these are the things what we are responsible when it comes to earn good culture. And multi cruelty culture doesn't mean that we just hire someone from the Asian region, from America and from Europe. It doesn't mean that we should implement here and the fairness that everyone has his space and brings value the company. And as you can see, that the values are such a fundamental thing that is more or less bottom person makes and therefore shouldn't be changed. Muslim change. And we should be bringing here a lot of awareness to the company and to the team. This is what we are responsible for. 25. Leaders, Leading und Leadership: We're coming now to the end of this chapter and I would like to take the chance to summarize all of the learnings from this chapter, we talked a few things about leaders leading and also about leadership. And one of the common things which repeatedly I am faced here was to positive change. We should motivate the people to, during our work that they can do more, more and better, but also an unlimited space so that they're not burned out. We are responsible for willingness to contribute. Contribution could be also bring awareness to such topics but also be ahead of problems and be very active and not reactive. But also the collaboration is very, very important point when it comes to systemic leadership to involve the whole system. To be aware that all of the system parts could be critical to our project, to our developments, to our company. We also discussed about through social interaction. That means leadership is not just making some emails and some video calls. We have to add truly interested in the human being, which is the counterpart of us. And only then it's authentic and also accepted from the team. We have talked about how we could act in our fast-paced world and also in a very critical situation in some crisis. And what brings really in good leader to accompany. And as a last point, values influences not only the character, It's more like our fundamental in our whole society. And therefore, we should also bring here a lot of awareness. The systemic edit you'd helps us to four unto him to be a good manager or leader and brings tools to us which could be used on a daily basis. And in the next chapter, we take a closer look on how we could develop human resources and also bring our own competencies to the next level. 26. Distinction Coaching and HR-Development: We start in this chapter by making a proper distinction about the terms of coaching and HR, or development, management development. Well, of course, in a daily business, these two terms will be nearly the same or it's on a daily basis that your coaching and make him development, but here to make them proper distinction and also that you get a good overview that these aren't two disciplines. I would like to define it a little bit more. The executive coaching or leadership coaching management coaching is a way where a specific problem or surface of systemic approach. Usually if someone comes to us and here's a question, How could you do that or can you solve it for me? E.g. there is an junior managers, senior manager which has an auto manager from the whole company, a problem. And then you're analyzing what is really the problem? Is it just communication is, is just that they can't get along with each other. And this is what an executive coaching does. Or if there's some problem e.g. that the manager has the ability to get the milestones. I'm in the time schedule and then you can reflect wise that zone. So you try to solve a specific problem with the systemic approach. The management development as a mortar HR component is some process of diagnostic development of skills. That means e.g. if you have someone would like to get from a junior manager to a management position, then you are agree on a quarterly, half a year and annually meeting. There is an evaluation of the process. There are feedback, cause and after the year Jamaican next feedback. And also there is some bracelet interviews. Then when they meet all of the goals, then it could be the next step. And this is what we need. We need some more, some guidelines where the person can interact framework work and also see what they have to acquire next to the next milestones so that they can get the next jump on the career ladder, e.g. these are two approaches which should be done by systemic leader. 27. Management Task in change: Let's make the next distinction. And it gives you a good overview where the management task are based and where it might go. The first thing is that we have fun content of Donald in 1955. This is one of the first management tasks. I would say, stated that out and Malik reinvented it and adapted it, it management task before doing some blending. So organising, it's also leadership and personal development, but more command and control. Nowadays diminishment tasks are more that are taking the responsibility, delegate, organized, making a lot of personal development. So there's also in the next project, in the next year, the proper employees have the best position so that they can perform out of the best. Of course, leading is always also that you control and observe, supervise the whole tasks. And a lot of a lot of thinking. What and when to decide when to go back. This is nowadays one of the key features when it comes to management and leadership task that you can decide on analytical approach. And not only because now you have the ability to decide, it has always to make an obviously and objective decision. Line. Management tasks is also nowadays adopted to our virtual and online environment. So you can see the main part are always organising, controlling personal development. And this is one of the key features which you are looking for future managerial and also to develop your own skills. 28. 10 Management Roles: Let's talk about the ten different management roles in your daily life. And Mintzberg is an business administrator professor. And he conducted a store study which identifies ten different roles which you may be changed during a day. And it should give you an overview on what our management tasks and what maybe some person should acquire a little bit more or has enough knowledge about it. And these management roles are divided through three sections. In the first section is the interpersonal section. And we started with to figure it out. That's a person who stands in front of the company. Often it's you combine or you connect to a company with an in-person. This is always when someone is very cosmetic, has a lot of decision power. This is the figurehead and also lichen supervisor because you have to supervise not only the company and also your employees, also the whole company. And as a third point is the network. And of course you have to network inside the company, uh, but also to the clients, to the stakeholder. And these are common sense, the interpersonal section, we have then the next three and these are divided or get the overview of management roles in the case of inflammation. And the fault management role is like an radar screen. That means you have to be open to see what information is necessary for you, for your department, for the company it's at. When you've got it, then you will send this information to the teams, to their people, individuals. That means reducing complexity, filter information, get it and bring it to the people who wants, wants them and who needs them. And the last point is the speaker. And of course, when there are certain things, we have to speak out loud, have to be a little bit of role model. Therefore, this is motor information sector. The last four points are more in the way of making decisions. And it's an innovator because when it comes to innovation, you have to decide, rather you go that way or not. The eight point will be the problem solver. Whenever it comes to decisions, to conflicts, etc. There are some problems and these problems should be solved. And del, four unit and decision. Would you like it more in the systemic way, in an IT management way, how would you like to solve it? This is an approach where you have to decide and afterwards you have to go along this slides. Resources allocate is one of the major points. You need to know what team needs, money. Like time, like more stuff. It's at ten, this is your responsibility that you are enable it. And this last point with negotiator and this is on a daily basis. Yeah. Didn't negotiate about, um, time schedules, milestones, about money, about the next employee sits. It is also like a decision. In these ten management roles should summarize. You hold yet tasks during a day or during your whole management and leadership life. 29. Selection of personnel: Now we talk about how is this election process of selection of personnel and do recruiting staff and employees is an challenge and it will be also in the future. Nevertheless, it's an removed chop or not. And especially when it comes to leadership or management function, you want to have the best person internally or externally. These are decisions which have to be made in front of the selection process. And therefore, I would like to focus on a few points, welfare and timeline. And the first thing are the first step is that we set up criteria is functional description, requirement profile, chop the scriptures, skills, and knowledge. These are objectives. What do you need to set up so that you know, okay, this person will do it e.g. if you meet someone for the IT department, e.g. for the whole IT support, then you're setting up that the person maybe has some knowledge in the ETL management quality management should worked five years in D supports 12 or three, and so on and so on. These are facts which you could state out in the job description. As an exponent. You could ask you the question is, should we find in internally or externally organic from the company or experts from the market? These are not on January question because often you have not read the ability to get someone inside the company. Because maybe this isn't process, you have to develop also. But on the other hand, maybe you need someone from external because its gifts, fresh blood, as we would say, new ideas and also is good way to bring your company to the next step. Because new ideas, new approaches could be beneficial, but also internally could be beneficial. This is something you have to decide according to the situation. Then you make them pre-selection requirements is extra state-like the target state from a personal view, also possible from service providers as well. And this pre-selection process where you also have to decide what you'd like to follow here some diversity criterias, e.g. you can set up a neutral system where you can't see any photos, names, or Hs, just the hard facts. And this filtering mechanism gives you an objective way. What brings the personal loan? And then when you're selecting e.g. ten persons, then you could go to the next step and can see it. Maybe a photo or maybe you go to a phone call where you're also their voice could be neutralized, so in a neutral way. And then you can ask the first question, but you don't know where it's from the person, how old is he or she, and how she looked like. This gives you a really good neutral way, how you can select a person. In this third step, e.g. you could make an tasks. And then within video format, you can see the person the first time and the last three performed now the tasks. And then you'd have from proper selection process just in a quick overview. The last one is done the final selection, suitable diagnostic procedures leads to the desired selection and hopefully also is unsustainable outcome. And often you acquired them on a limited time period. And after this time period, you could exceed here the whole contracts. And this should give you an overview on how you could select someone from the market or inside the company. 30. Suitability diagnostic procedures: Some of you already were involved in personnel selection process and I'm sure that a few of you already heard the sentence. I just have a better feeling choosing the person a instead of person B. It's my stomach feeling, my intuition. This is absolutely a chiefdom. It you choose according to your inner values, according to your experience. But this feeling shouldn't be in the main reason why you choose someone. Because this is often the pitfall. And we have some biases which we are obviously are not obviously intentionally and unintentionally affected. Our decision-making factors. We should be aware so that we can go against it. And therefore, suitable diagnostic procedures could help us, could help us in a way that we have a more objective view on the host election process. And afterwards when it comes to the final decision, of course, our experience and our view of the whole topic could lead to a decision, but not as main decision. Therefore, I would like to introduce you some standard settings which you already know. But for the overall image, I would like to show you the paragraph oriented procedure and a structured selection interview. Here we go through the cover letter, CV, testimonials, portfolios, etc. Maybe you call one of the last cobra or co-workers or the last manager and ask, is this Rousseau? Is this person work? Does the person in the field of the mechanics, does it really did a great job according to his references, etc. In this structured selection interview, you're focusing a little bit more on the social skills and about all of the behavioral characteristics. What are the goals? What would you like to develop? What I used to drink since it said, These are all okay and you can use them in the first two rounds, e.g. but what I would like to focus here, it's a little bit more on the second suitable diagnostic procedures. And there are the characteristics into simulation orientated approach. E.g. you could give them in the second or third round some theory. And then you test the person with work samples. You're getting back this work samples. And then you can work with that in a feedback feedback meeting, e.g. you can also test the person in front of the next third or second round. So like an intelligence test or that you can see, has this person and basic knowledge. Often CAD system, often AT system has knowledge about financial topics. It's eta. And this gives you a feedback about the intelligence, both performance and personality. This is what you want. You want to also compare different persons with each other and want to choose the best out of it. Does mean that the highest intelligence rate is the suitable person for your working place. It's more how the overall images and therefore some tests will be good. Also, some practical bookcases from your company and you give them and try to talk with them. So lichen simulation orientation and short five-minutes, beak width and clients Within problem e.g. how would the person approach it? Behavior under stress? You can perfectly tested e.g. give the person 20 tasks, which are usually done over two days. And the person have to make an whole scheduled from a dam. And then take a closer look. How is the person prioritizing these points and also what lens in the garbage. And two, why is that? So this is a behavior under stress. You get a lot of information how to prioritize. Our problem is analyze the whole day. I said structured where it's at. And then you can talk about how was it, why choose you? I'm certain things, et cetera. And also various tasks from your working environment and give them to them, to the people so that they can talk. Real example and you get a good overview of how people are performing. And this is what we want. We want a neutral objective way so that we can decide later on who is the perfect candidate. And therefore, suitable diagnostic procedures would be one approach which is easy to implement and are not led by some biases when it comes to decision processes. 31. Assessment-Center: It depends on the size of the company, but you can also undertake an assessment center and smaller company. Then Assessment Center is an event where you invite a few candidates at the same time. These candidates compete with each other and one task, which were they given, e.g. then you see a lot of you got a lot of information out of this process. This video, I would like to give you an overview and how you can set up or what are the contents of an assessment center. And an assessment center could be little bit more of self-marketing. You can see when it comes to selection process for manager, they have to compete on a daily basis. They have to be used, that they got under stress, that they observed, and that they get rated. And therefore, the self-marketing is one thing every manager and every leader should have. Therefore, next point could be that direct comparison of the applicants and all of the candidates will see how the others are performing. And this is even more stressful. And of course you could say, this is not really an real-life example. All are under stress. It's an and fictive and not really scenario, but this is exactly what we want here. We want to take the next wrestler that we really know. How is this person doing? Because you can simulate a lot of things. But in stress scenario, you get behind the person's borders, I would say because often when it comes to a selection process, we train certain things. We have prepared certain things. And this is okay, but we wants to go further. We want to see how the person is really. Therefore, it's good when we're making a simulation. E.g. with some clients, telephone simulation, some feedback, communication, some short presentation about a topic from the company, etc. Then you can see how prepared are they, e.g. let's make, let's make them, give them a task so that they should analyze the whole market in the region and should give you a few key performance indicators. Time, 10 min, proper presentation. Let's go. Because then you can see how they're really prepared for the job or just went and tried it out. Because in 10 min you can't acquire all the information. You have to bring something with you. And next step will be I'm distressed situation analyst. You have all the candidates in one room. You are focusing not just on one, but you see how the person are working during the whole day or during the first few hours. And then you read it, you're writing at the beginning. It was really encouraged. It was really engaging to the topic, etc. And this whole assessment center is the way that we get away from some humorist settings. And this is what really, really is the intention of all of the things. Here. Let's switch it to the left. We have the requirements criteria. We can check it up and often it comes to unwind that. We have feedback calls. And then you can also check if the person have the same understanding of the job. Then it was described in an assessment center is also a way how you can save a little bit money because in one day, you can include all of these candidates. And it's often used in bigger companies, but could be done. And this is also my experience in smaller companies, just with four or five people. It's perfectly to make an assessment center in and small surrounding. 32. Example Requirement criteria: Let's focus on example of recruitment criteria. So when you are in a selection browsers, it's good that you set up in front of the candidate selection, you criterias, and what exactly would you like to be measured? And I invite you just to click on pause, think about two main criteria is what you would like to get to know a little bit more in detail. End, um, c to each criteria of viewpoints, what is the expected behavior or the observed behavior? So I've chosen here too. So what is the criteria? And one is to observe behavior that would like to see how are the communication skills from dead person. Therefore, I could maybe stated out that the person isn't good for toric can active listening has some good objective handling involves everyone and self-confident in their appearance. And then with all of these different kinds of assessments, I could check this up adequate say, no, this wasn't really in the scope of this example. Maybe I have to deal with it a little bit later on. And after the day or after the selection process, I have an objective way. What I can see this person brings along or not. This is just an easy tool how you could be a more neutral way to select from process. One of the next point criterias could be super entity. And this is necessary when someone has to represent the company. Therefore, I could have the observed behavior remains objectives in stress, situation, explains explanations and also can accept criticism, Tends to XOR gate or not. These are things which could be observed in the assessments and the very real face, e.g. when you are under stress, are really nice to other people? Or are they really stressful and harsh to other people? Or they're explaining why they do something, etc. And this gives you an overall image. And those criterias could be used also to compare other candidates with each other. 33. Hearing Procedure: Hearings are also very common way for selection process, internal or external. With hearing. I mean that a person, an individual and candidate comes to setting where the human resource to see all the senior manager, etc, are in the room and asking the candidate a few questions, some simulations are going on. So each of these, if a company employees have certain questions and then they give an overview or a decision about a candidate. In human procedure could be the following settings. There are some preparation, so disturb distribution of the rows and elaboration of the questions. Because the human resource maybe has an order aim then the senior manager. And this means that also the questions should be a little bit aligned and should be discussed. Who wants to be the main questionnaire, etc.. And then afterwards, it's unwelcome face so that the presentation of the millennium members are introduced. So that's the candidate knows who could be addressed to which question. Then an introduction from the candidates dance he or himself with some self-presentation. And also there could be some questions coming in line for the whole CB and experiences, etc. After that, and deepening question round will be started. That means and situation or short role-play or some scenarios with real-time data from the environment from them department will be applied to some roles and therefore, the candidate have to fulfill your certain tasks. And then it's getting some feedback. This feedback, he goes for it on and photo on with e.g. questions from applicants meet initially of inflammation. This is more what is really interested? How good is the person prepared according to all of the scenarios and all of the environment of the company. So that's really good questions comes along. The next point could be feedback, what's next? And of course, what is the decision process? And of course also that's the hearing community needs a little bit time for the decision. And then afterwards, maybe there will be an decision and it will be improper selection process. And as you can see, easygoing, easier procedure, but you have to prepare so that everyone is has his own role and know what to do. 34. Hearing Sample questions: And I would like to give you a short overview of bought some hearing sample question, what I use in regular basis when it comes to in-person and selection process, in urine process. And the first one, the context is more on the professional expert ties. And therefore, you could ask, what development do you expect in your department in two years? And it's a good question because then you see how long-term, how's the long-term thinking of the candidate is here already. That you already know where he wants to be in two years. And also the person that candidate know what are the environment of the future work in place. Next question could be, which technical components of your professional field do you currently not cover? Steps, reflection? Is there anything what the person would like to acquire and does the person really know what is going on in this certain fields? And Next question regarding to the professional contexts could be on which topic do you want to further educate yourself in this year and why? The next category could be the vision. And when you are dealing with managers and leaders, you have to our own mission and vision statement for the department, but also it should be aligned with the company vision. And a question could be, how do you get division x back into the black numbers? Or it could be, what should you employees say about you after the first three month? As you can see, a simple question with a lot information in it. And what you get there is how good prepared is the person and how really educated the person themselves for this specific position. And then one last criteria I've brought to you is to leadership competence. Therefore, we could ask which leadership style do you prefer and exemplify? This gives you an inside view if the person or really try to be the best leader. And also that he or she educated themselves big regarding some leadership styles and have some experience. How do you assess your area of, of conflicts between thrust and control? And this is a typical question when it comes to delegating stuff. And also with your whole employees, how do you do it? You're more the person who give trust in front. You're like controlling. And of course, this is in conflict area. And this is a tricky question because you could answer it, not really in upfront because you don't know what people are working there, et cetera. But you get a good overview how the person is thinking and how he approaches. What is a no-go for user manager. If we ask the board of directors vehemently opposed the decision by you, how do you react? How is the person going with the criticism? Is the person stands for their own position. But this is also a tricky question because when everyone says this is not the way how we should go, then you couldn't be consists of the way because then maybe an artist have a good reason why this is so. But what you can do is you can ask the question why this is so that you can understand the reasons behind it. And that's the last question. How do you maintain work motivation in the team? Even infants stressful time, or even in COVID, energy crisis. You name it. As you can see, a few questions. What gives you a lot of insight view of the candidate? 35. Assignment and occasions for coaching: When it comes to an everyday routine as a leader, you have certain occasions for coachings. In this video, I would like to show you the different settings, what can occur in your daily leadership work. Therefore, I have here in grid and I invite you to think with me. So we have different scenarios. We have here an improvement Griffin crisis. And these could be collective or individual. So think about a few occasions. What can be in an individual improvement or individual crisis, etc. I would like to start with the top left improvement individually. So think about when a manager comes to you and says, the management style, maybe it's not working or it's not the best for this team because we have a new team and they are all mixed together from different kind of branches and sectors, industries. And I'm not really know how to approach it the best management styles, leadership style. Therefore, you could go in and coaching more unlike developing process and crisis on the overhead could be that the person says, maybe some truly a manager, he's frustrated with the tasks. Has or she got every time the same tasks not fulfilling anymore. It's too operative. The person wants to be more in a strategic way. And therefore, this is more coaching on an individual basis, but it's a crisis. And crisis are problems and you, We are more on problem-solver. We sustain the process of systemic coaching. And this is an important thing because all of these aspects could lead to collective improvement of crisis. And collective improvement could be that the team says it's too time-consuming or decision process. We have not the right communication tool, e.g. trellis like Notion it's, it is to complicate, it is not for our purpose, the right thing. Therefore, we would like to introduce to mete most or what else. And this is an topic, what maybe needs and team workshop so that all of them knows what to do. And T workshop means not to have two weeks fully committed to this topic. It could be 2 h well and participation process and defining how are the communication set up in the next year. And in collective crisis, of course, we all know what is COVID-19, energy crisis? What else? And this is topic which affects everyone and should not be. Take it for granted that, that is wrong. And we all have to do Are we all have sharpened. We take this for granted. Now. We have to focus on transparent and also be over-communicating here. What's the problem, what we are doing? And we should really do spend a lot of energy in these occasions because this is where real problems occurs. And therefore a lot of energy will flow into these problems when it comes to collectiveness problem. So as you can see, different kinds of approaches by different kinds of occasions. But we are faced in our everyday routine. 36. Why Talent Management is mandatory: The time has changed and nowadays it's really a challenge to get the proper people from the market for the company's. And these are the reasons are differently. And in this video, I would like to make a definition what talent management is and why you should implement it in your company to hold the employees and also acquire new one. And the first step is that we have an autism war of talents. That means the best people. We'll get the best jobs as it might be. But who are the best on the market. And often we have not even the chance to talk with them because they're already got from the university out to the big toe or big companies. And therefore, the WAF talents is not only in the IT sector, it's in the care sector, clinic sector, it's in the technical in each sector, in each industry, we have an unbalanced between demand and supply. And this is what we are also facing in the future because the whole society will get, I'm getting older. A lot of people go into retirement. And the new generation has a completely other mindset regarding the work hours. And therefore, we have also to adapt to the situation. We have to attract employees in different kind of way. Not only the money topic, it should be also the working hours, the working place, remote work, et cetera. This is like employer branding. What can we offer for the employees? And therefore, it's also on step by the binding employees. In the previous videos are always talk about how we could develop persons too. Some next career step. And this is what binds people because they have new aim that in maybe six months in a year, they can have more responsibility in the company, in this environment which they know, getting more money, getting bonuses, etc. This is what maybe could lead to fix stuff. And also on their competitiveness inside the company is tremendous. But on the outside, you really have to put a lot of energy and money. Foreign personal acquiring process. So this whole, um, step of Human Resource Development and they're crying new pupil will getting more attention in the future. And therefore, we have to prepare also inside the company. Yeah, reversed balanced of power because nowadays the candidates into employees could say, I have so many offers on the table. I want not only more power, more money, I would like to have remote working days, home office days, and so on and so on. And this is also an completely new challenge for the companies because then they have also to adapt to such situations. Target groups focused, that means maybe the whole company has to develop their own people. That means they have to put more energy, money, and time to recruit people and then educate them so that they can fulfill the next shop. And this attracts also new employees and binds the existing one. So talent management has different kinds of facets. It's an HR tool, is also an leadership topic because we have to identify new managers, new experts, the field, and inside the company. 37. Traps in Management Coaching: We're coming now to the end of this chapter. And as we did it in a last tip that I would like to summarize the whole chapter with my experience and what could be possibly traps in management coaching and leadership coaching in general. And therefore, the first point could be that whenever you getting into a coaching, the counterparts, the candidate will say to you, please fix my problem. I don't want it. You can make it because you have the power, you have the authority, and you have the expert eyes, please fix it. This is not what it should be in a systemic point of view. It's only an supporting process where you try to help them and to start a thinking process. In the next point could be that an elec of the simulation. And this is often when you're involved in and process and project and when it's affected your department, you can really say this is not affecting me. And often it's, of course, effective decision-making in your thinking processes. And this could be difficult when it comes to on coaching and also into decision-making. Next part could be the customers for the portfolio. Nevertheless, what the others are my department says or what an audit manager says, I would like to do it because this is good for my own career path. This is good for my portfolio. That's the reason why I'm doing it. And often it's not obviously, but everyone knows it. Why certain managers do certain things because of their own interests. Egocentric. And this is just short-term thinking, but on the long run, they never will succeed in the company when this thinking goes along. And also the boundaries blower between ru and colleague, my leader, my manager, my senior supervisor, etc. This is difficult to handle. And in the coaching you always have to be here, the supervisor, leader. And you're just supporting your counterpart with different kinds of views. Their competitors deafness could also be very difficult in bigger companies because often the miniatures not really liked to come to you with their problems because then maybe they see and lack of self-confidence and they tried to overtake them, et cetera. So competitiveness is an alpha male thing, I would say. And therefore, they tried to be always the strong person and couldn't, couldn't be possible. Failure or made a mistake, etc. The hubris that and manager and senior manager should know everything is omnipresent. And also this is with the competitiveness was the boundaries of bluer. We can make fake failures. And it's good that we make some because then the thinking process and the whole development process can go further on. And this is also why I say we have to be transparent and over-communicate also such things as the last point, the circle of influence. Often the managers and leaders in companies have two or three counterparts, which also are in a sea level or also our managers. And they always getting the same feedback, but they got no feedback from someone other and deaf and blind spot. And this could be trapped in the whole development process, in the whole management culture as well. There are a few more trips, but this should give you an overview and how it's not so easy when you would like to implement such communication and management coaching processes in the company. 38. Orientation from a systemic point of view: Orientation from a systemic point of view. And it's necessary that we in our daily leadership routines are no exactly where we want to go and therefore we need orientation. That means we have some short, mid and long terms. What needs the company in 612.24 months. And therefore, this is necessary that we have goals. Goals means come criticizing problems and building goes with the right team, with the right stuff, the white individuals. With this mindset, we are more able to conquer some challenges which are ahead of us. And as an exponent, I would like to mention here to talent management, it's absolutely critical to have the right persons to the right moment for the right stuff. And therefore, we have to identify, is there a lack or is there a should we acquire more stuff? Maybe in a year because someone is retired, someone maybe want to change in the career path. I want to always be overtaking here, some responsibilities, etc. Therefore, it's necessary to keep an eye on all of the points. And of course also the last one, training on the job training programs so that we can identify persons who are more likely to gain some responsibilities. And when we are considering all of these points, all of these a few points, then we have a good orientation also from a systemic point of view because we are involving everyone. This is what systemic means. We have fun holistic view. We are making participating processes where everyone is engaged with the topic and to their goals so that the motivation is increasing. And this is orientation from a systemic point of view. 39. Re-evaluate the Organization: Re-evaluate the organization and your role in it. There are different kinds of occasions or incidents that could happen where you question yourself. Is it the right strategy, what we are having nowadays? And it could be that I have five years plan goes to the end and we want to add our status quo. Or it could be that there's some crisis where like COVID, etc, where we really have to think in a new way. Therefore on rehabilitating process comes very handy. So e.g. keep it really short and simple. We have fear and grid. And you're asking yourself, where are you and where would you like to be? Dissonant dimension where the organizational culture could be affected, the people, the staff, and the system by itself. And with system, I mean, how would you like to see the company working? And also, which kind of people should you acquire in the future. And also in the columns we have our current leadership behavior and style. You could stay out what it is now, enter desired leadership behavior because you have to think in terms, um, did for maybe four or five years in the past, we haven't got included so much remote workers in the company nowadays is on the daily basis that we are connected through the whole world. And therefore, when it comes to cultural different teams, where we have someone as Asian, someone else, America, and a lot of the European Union, e.g. we don't have only the challenge and obstacle was this time zones. We also have different kinds of cultures, behaviors and therefore, we need here different approach and maybe are also on what leadership style and behavior should adapt it. And this leads us to the third column. We have to make concrete, precise actual blends for making the change. Like all of the measures which we are dealt in a normal way. It should be scheduled and also as precise as possible. And then we could form our future. And for the company. This is an re-evaluating process. Very, very simple, but it's effective in the way how we could self-assess and change ourselves. 40. Related Leadership content: Let us talk in this video, but related to leadership content. What I mean with that, I would like to give you more context where you can make a lot more research in topics which are important when it comes to the systemic leadership approach. And that's the first point I would like to mention. Is it clear for you what is management and leadership also in and holistic view? Is it really necessary that you make a distinction or is it only necessary that you know that there is a certain task which should be fulfilled like for junior managers. And I'm more in a senior management area. And my main tasks are leading the whole department, e.g. the second part could be to involve and implement some habits. We liked routines in our daily life and also habits could be sustainable way into, um, give employees the way that they can work here. And also habits could be that you are giving feedback on a regular basis, e.g. are there at the end of the month or depends on how many departments you are responsible for. You could have it at the end of the quarter, the start of the quarter. So maybe in a few future, what they want to succeed in this quarter, e.g. habits, yeah, um, give structure and gives them also stability. The leadership principles are also necessary when you are facing some new problems. You could ask yourself, what did you do last time and why was it in this way? What are the fundamental moral, ethical, or the fundamental question? What do you ask yourself so that you can act on the same way and principles are just way so that you can follow something along. And this helps also to, for your employees that they can predict how you work on a normal basis. Will you act? E.g. if employees have a problem and struggled with some content from important clients, then it may think, okay, we have Uranus iteration. We should, of course, software problem very fast and also satisfying our client. So what can we do? And therefore, we think, okay, one of the leadership principles is always, always the most satisfaction for the client. Therefore, we may be exceed our budget, but the satisfaction for the client isn't a major priority. The system thinking means that we are having Holistic Thinking Approach. We know that our junior manager has also some problems in their private life, is also very engaged in sports topic is engaged. Here are some project manager and an end. So we see all of them and then reacting regarding all of this content. And also in an Company for you, we know that the system is more than declines to stakeholders and employing. And this will help us to sustain a long-term thinking. As an ex parte, I would like to mention you the organizational design. One of the things which I'm interested in, the research and development topics a lot is how could we change their organization regarding to the new broken environment. There are such lot of passwords like Industry 4.8 hold working places for points or serum. Not eight. It's not only about interventions, it's how we want to design our working space. I'm not not working space also, our working environment would like to deal a lot of remote work. Would we like to have a stationary in all of the areas? Some officers would we like to have more open office space one or with a lot of client contact, etc. And how would we like to design our whole leadership system? Should we have only one manager or one supervisor for more teams? Or should each team have and supervisor? Should we try out some new want some holistic I and some Scrum techniques. These are all questions would, we should consider when it comes to an organizational design? And also that we may have the need for restructuring measures. Because on the whole hierarchy concept isn't really adapted to our fast pacing boards. And therefore, we have to adapt here certain situations and also the organization. 41. Take the initiative: One of the points from a systemic point of view is that we are taking the initiative. And that means we are really take the responsibility rather than blaming. We are accountable and responsible for supporting process. And we are in the communication clear and try to be as accurate as possible. And when then one of our team members are not delivering the tasks, what we want, then it's our responsibility because we haven't got exactly defined what the outcome should be. And this is like an extreme ownership mindset. And this is also in coaching in leadership that we're, are of course not responsible for the output, but for the whole process. And when we work in a proper way in then our teammates, the whole organization can do their best. And this is what I would like to emphasize here a little bit more. That's also that we are knowing that we're in control, but we also know that we know nothing with this attitude. We are going into the systemic I'm attitude. And we know that we can control the process, but we are not knowing what's the problem, What's what's the main core problem of the whole topic? Also, regarding this, take the initiative approaches that we encourage and coach others to try to enable and person. And how can we do that? We are trying to BD or give them all the necessary resources and a broken place what they need. E.g. I. Need a little bit more time. 42. Create the Future: What does it mean to create the future? And you are invited to click on pause, think through it. What are the main key concepts about creating the future SEO point of view from a leader inside a company. And I have here take time to envision the long-time goals. Really thinking in long-term growth is preached on every seminar in, on, in every course. But what does it really mean? It means to be sustainable, have sustainable outcomes for more than three or five years. And this is really long term. And take a closer look on their company environment. How often are people changing their broken places? And this is totally legitimate and okay. But asking yourself how using leader could be a little bit more sustainable in a way of decision-making and making, long time goes. So that maybe also the next person after you because maybe you are also getting promoted. Half good department, what he or she overtakes, take long-term goals, and also be aware of the environment. There are so many things are ongoing in our world today. That's not really comprehensible for us to have everything in, in our view, but we should be aware that something is changing always and therefore without flexibility, we're might be more capable of this challenges. And also active, really active, listened to the employees what they are really neat. And of course, everyone is blaming nowadays, we haven't gotten enough money, not enough time, not enough education at, and not enough health, etc. But these are half hours are always are some root causes. And these root causes is necessary to find if you're really honestly in your leadership role. And what I mean also, to see the big picture, not only seeing what is going on here in my department, maybe the whole company is struggling with some financial liquidity topics because of some of the exchanges it's at. But what is really ongoing in the production line, in the demand and supply chain, all the things should be in the field, often leader and also improve, be 1% better each day. Also when it's hard, try to sink. That's not what it's easy to do. What is the best to do also for you in the few of tomorrow and for the company, create the future. 43. GAS Model: This will be one of the last chapters of this online course. And I would like to introduce you to and very simple and easy to use model and it's the guests model. In this model, there's the leadership process in another organization are often so elegantly designed. They are not really usable. It's too complicated, it's too overthinking. And it's at a, therefore trust keep in mind with he and triangle. There is an channel repurpose and general meaning. We have to keep it very, very simple, like the kiss principle, keep it short and stupid, e.g. and we have to be accurate. Do not print 20 page compliance order for your for your department. No one really likes to read this stuff and obviously it's not comprehensive, but be more general, just create four main rules. What everyone has to think about. Our job is to break the difficult things, the complexity into one simple thing, general, accurate and simple. That's the gas model. So for an example here, organizations spent days for crafting a mission statement for every department and the whole company. What is really in good thing because we need such mission statements. But then on the other hand, he uses a managers from every department was involved. Also really, really good thing to keep the drive in the company, the results of goods, but subsequently rarely used because it's too overwhelming. It's not practical. It's not on the base of the workers and employees. This is an typical model. Our example for not using the guests model, it wasn't intentionally a good case and a good meaning. But in the implementation, there could be something changed. And also an odd, an example, a senior manager spent countless hours and money. A new management system. It was overwhelming and too many features that nobody needed. There was too many dashboards, too many inputs, what should be in, should be used, etc. And I'm sure all of you know some of these examples, the systems were only partially implemented. And because of the lack of the meaning, barely least. This is a pity because when someone really thinks about a system which should be used, then the intentional thought was good, but it, the implementation was my goods. So a manager returns after time quality management seminar, managers demands to implementation immediately because things, It's so cool and so give so much value to the department. But oneness, why others not impressed into us? Think about the new system because they weren't. It's the seminar and just see, oh, there's something new coming up. I have much more work now because I have more checklists, etc. This is not what it brings. So in this video, I would like to stress once more out when you're implementing something new. All we think about the gas model and what the result it is.