What does good leadership mean in times of crisis? Is there a difference to good leadership practices in peaceful times?
In times of crisis, poor management immediately shows its negative effects. Contrary to this, good management leads to innovation and growth in relatively quiet times, whereas in tough times it might even guarantee the survival of the organization. In addition, good management work creates trust and stability among employees – even in difficult times. So what composes good leadership?
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Yes, we would like very much to have everything under control! We want things to happen just the way we planned things to be. Every day we surrender to the illusion of being able to control everything. Anyone who has already experienced strokes of fate and personal crises has at least briefly realized that this is not the case
This seminar on March 13th was the last piece of normality for me before the exceptional situation due to the Corona pandemic also affected Germany. After this weekend the schools were closed and soon afterwards the rest of the public life. Our private and professional lives have been turned upside down ever since.
At the end of February, when I attended an advanced seminar ‘Development of Agile Organizations’ with Claudia Schroeder and Bernd Oestereich in Hamburg, I did not yet know how essential the adaptability of companies and societies is. Now, in this global Corona crisis it is becoming visible which company or which form of government deals most responsibly with the situation. Iterative approaches and rapid processing of new knowledge have become core activities of the Federal Government in Germany. In essence, the government is now agile.
Also this conference concentrated on how established organizations and corporations can manage to generate innovations. During the day the conference provided several answers to this question: one answer was that corporations need to steer a whole innovation portfolio, hosting projects on different levels of innovation respectively disruption. Another advice was to prioritize the topic of innovation on C-level as high as operations of the core business itself.
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