In my work with companies and organizations, I am increasingly noticing a growing desire for effective leadership and guidance. Many companies want people with edge, leader who take the initiative, make decisions, responsibility , communicate clearly and consistently, but at the same time do not lose sight of their employees and their development. Even after the European Championship in France and the German team's elimination in the semifinals, the"TV experts"are discussing that leadership within the German team could be improved: there is a lack of players of the caliber of Effenberg and Kahn, everything is too nice and too harmonious, and Boateng, who has what it takes to be a leader, is only just beginning in this role and is often injured.
Where does this deep desire for leadership, clarity, and guidance come from in people?
In my view, there is a fundamental difference between simply leader and truly leading (the action). The former are highly paid administrators who fail on a daily basis in their attempts to juggle day-to-day and project business with employee management. Most leader risen to their new position through successful project work and enjoy the status that comes with the promotion. Now it is time to gradually let go of project work and day-to-day business in order to focus more on actual leadership and a few important strategic issues. If this is not done (consciously or unconsciously), failure as leader is leader inevitable. Since most leader really lead leader , the desire for leadership and guidance is growing among their employees and colleagues.
Society often has the impression that leader have leader time to spend on managing people and setting the strategic direction of an organization. In practice, however, we trainers often find the opposite to be true. The higher a leader , the more meetings, emails, project meetings, etc. they have to attend, and the less time they actually have for leadership. leader often very outward-focused, dealing with daily news, meetings, and so on. They don't spend enough time on themselves. The result is obvious: weak leader who remain strong but overpaid administrators.
Fully exploit potential
The leader therefore never leader the best they could be and will therefore not develop their employees to become the best they could be. This is precisely the core task – weak leadership is virtually inevitable. Don't get me wrong, I don't think much of leader who always act strong and never admit their weaknesses. In everyday life, leader who have leader greatest impact, power, and influence are those who are consistent with themselves. For this reason, the trainers at the Grundl Leadership Academy strongly urge managers to omit and reduce unimportant things. Only then can they focus on a few, but absolutely important, leadership principles and their consistent implementation.
Speaking of being yourself. In my opinion, this is one of the most important phenomena of our age – not only for leader. Everywhere I go, I see people who are not themselves. These people are everywhere – on the internet, on their smartphones, in meetings on the go, but never themselves. The supreme discipline of leadership is mastering everyday life with its challenges and frequently bringing yourself back to yourself (using systematic rituals and habits). My question to leader always: What rituals and habits do you practice to bring yourself back to yourself? The better you can do this, the more effective you are. It's an enormously underestimated skill!
Being yourself does not mean inflating your ego to excessive proportions and constantly placing yourself above other people. The cause of this narcissistic behavior is fueled by fear and tends to distance people from themselves.
From "I" to "we" – first with myself, then with others
Some readers will surely say: "Okay, I agree with your ideas, but how can I put them into practice?" I would like to give you two principles that will help you to be more present with yourself.
Principle 1: From "I" to "We"
Develop a strong sense of self. Yes, you heard right. Develop a strong sense of self, but not an exaggerated one. Only when leader have leader strong leader self can they further develop the well-being of others, i.e., their employees. Without a strong sense of self, there can be no strong sense of togetherness. Promote both. This is best achieved by continuously developing your self-confidence and self-esteem.
Principle 2: First with myself, then with others
Only when I am leader myself as leader and apply certain leadership principles (pillar 1: How do I lead myself?) can I demand the same from my employees. Only when Iresponsibility as leader , work in a results-oriented manner, build my self-confidence and trust in other people, and continuously develop my strengths can I demand and require the same from those around me!
Questions for successful implementation:
- What rituals and habits do you practice to reconnect with yourself (e.g., during stressful periods)?
- How can I be more present with myself and act from within myself in everyday life?
- How can you continuously increase your self-confidence and self-esteem? What helps you do that?
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
