Wie können Sie einen einheitlichen Führungsrahmen schaffen?

Assessing the current organizational situation is key in order to start correctly the development of a leadership journey. Leadership frameworks should always start from a real organizational need, as compared to a desire to a have a sophisticated framework. The diagnostic phase is critical: what do we need as an organization (internal), what are the customers' needs (external) and therefore, what are the gaps and opportunities in our existing Leadership Framework (if any).

As an experienced GTM executive, I built the LASER framework to assess our company's standing: Lead generation: Analyze the lead sourcing. Are we attracting the right audience? Are our campaigns resonating? Acquisition: Measure conversion rates. Are our pitches effective? What's hindering prospects from becoming clients? Sustain: We then focus on retention. Are clients satisfied? What's causing drop-offs, if any? Expand: Opportunities to grow are vital. Are we leveraging upselling and cross-selling efficiently? Run: We then gauge our operational efficiency. Is our workflow optimized for our goals? By dissecting our situation through the LASER lens, we can pinpoint areas needing attention, ensuring we're on a trajectory for success.

True leadership operates beyond frameworks - it is innate, intuitive and creative. Frameworks are the stuff of management whose function is to discipline, apply boundaries and limits. Leadership is about expansion and expression beyond the status quo. So the question is an oxymoron.

I completely agree that TRUST is the first and arguably only critical ingredient to creating a successful unified leadership framework. What strikes me most is how quickly we gloss over this need or treat it like a tick-boxing exercise. Trust requires real conversations. Trust requires psychologically safe spaces. Trust requires patience and empathy and a commitment to no-judgement. Trust requires leading by example, modeling the change you want to see. Once we learn to start with, and revisit this often, we can create empowered inspired leaders and teams and truly transform the world around us.

In my experience, the initial step is to comprehend both your current position and your destination. Without clear expectations, leading and inspiring a team becomes challenging. The second crucial aspect involves grasping the diversity in human traits, capabilities, and priorities, allowing for necessary reassignments when needed. Utilizing personality tests can be an enjoyable method to gain these insights. Finally, lead by example and acknowledge that progress may take time. By embodying humility, approachability, and accountability, your team will gradually align with your level of awareness.

One of the biggest mistakes an inbound leader can make is instituting changes before understanding the landscape they are entering. Whether it's picking up a new 2-person functional team or taking the reigns of a 10,000 employee company. It always pays to observe first before adjusting things. Your employees and advising team will see that you are willing to gather information and hear from concerned stakeholders before changes are made. If team members believe that you're not just here for a paycheck and climb the ladder... that will begin the process of developing trust. Without trust, leadership is just management. Managers cannot inspire team members to grow.

Transformational Leadership by Bass and Riggio provides the four key variables for a framework--Visionary leadership with staff all owning the vision in consonance with their own spin; Intellectual engagement of all; The well being of each individual; and authenticity--walking one's talk. they have academic words but these four get it--BTW, women are better at all four. You can see these as leadership characteristics or defining a culture.

I define Leadership as co-creating coordinated movement. To do that the key ingredient to a unified leadership framework is TRUST. Trust is the glue of life in the organization. It doesn't just happen. It is built.

Creating an environment of trust and safety is critical; leaders must be willing to risk; it requires an education-driven model that mitigates real/perceived punitive responses toward those willing to step outside of their comfort zones. It must support out-of-the box thinking/kaizen; any employee must be able to initiate constant improvement at any time. System thinking is critical; leaders need to understand that everything/everyone influences a system in both known/unknown ways. Choosing to implement a specific leadership model can be a challenge. Leaders must be aware of the strengths/weaknesses of each leadership style. Senior leaders must truly understand the impacts of baking in a specific leadership style within an organization.

Defining outcomes is the compass for your leadership voyage. What does success taste, feel, and sound like? Are you aiming for cultural transformation or skill enhancement? Sketch the destination before embarking, for a goal without clarity is a ship without a harbor. Align this vision with the company's ethos, and let it be the beacon guiding every leadership initiative.

Ensure everyone understands the org purpose and how their responsibilities align. Then work with them to create goals that are ambitious, achievable and aligned with their colleagues goals to ensure everyone is pulling in the same direction. And create a culture that values positive collaboration and psychological safety.

Because I work for Force Management and we specialize in a value framework, I certainly agree with how important this topic is. Defining outcomes is the first thing not only when developing a framework but also when sharing this framework with clients. Every client is unique and a framework can be a powerful tool. There also needs to be flexibility in the approach or style and content that goes in it for it to be relevant to the market and to the customer.

This is very hard and it's super important to have the SMART goals and metrics in place. We made space for a monthly agenda topic that a leader would have passion around and they would lead a discussion for 10-15 mins in the staff meeting. This really helped to show new ideas and thought and unify the team on different aspects of the health of the organization. It's also very important to prioritize 2-3 things vs. having a long list of SMART metrics.

Having a clear vision and an initial view of how you'll start to move towards it by using objectives will certainly put you onto the right path, instilling confidence and providing clarity but we cannot forget that these can adapt over time, yes the sentiment should be consistent but as the environment shifts, as we learn more we must be adaptable to ensure they don't become outdated and no longer provide the motivation or confidence needed.

Communication cannot be overstated when it comes to painting the picture of "what right looks like". An ingenious plan will fall flat in the face of a working group who doesn't understand what the leader is trying to accomplish. Ample time must be spent communicating a vision that the group can get behind. They should believe what you believe. Otherwise, it's likley that the leaders intent will feel hollow or proscriptive versus inspiring.

Setting measurable, attainable goals with clear objectives is key to success. Cascading these goals throughout the organization is a game changer for positive outcomes. However, you can’t give your receptionist the same goal you give the executive director. Break the goals down to fit each employees scope and circle of influence. Success is found when everyone is doing their part to achieve the big picture goal.

To set realistic outcomes, involve individuals from all levels of your organization. Talk with the people in your organization who can tell you how you measure right now and ask them to help you set new goals. These people will also be able to help you determine goals that will excite the people carrying out the plans to reach your goals.

As a CEO for more than 20 consecutive years leading many corporations, unified leadership is coherence of purpose, principles and belonging. Defining outcomes is aided by SMART, etc. We want unified leadership to lead to optimization, and yes, clarity on defining outcomes is important. Yet, leaders, especially the CEO, have to advance congruency on how goals are achieved in harmony with the value set of the corporation. In today's workforce shortages, valuing employees needs to be an essential principle or value, that is in the best interest of an enterprise in which all leaders are intrinsically unified to promote. Defining outcomes and harmonizing core principles in their achievement by leaders can lead to optimization.

Real talk - any organization that chooses a pre-made model is setting themselves up for failure. A model should always be custom built for the business and be unique to their context. If you get caught up in the hype of "flavor of the month", you're going to have a bad time when the fad is over. Build something rigorous, scientific, and specific to your needs. Anything short of that is junk.

It's essential to consider the specific context and needs of the organization or team. Adaptive leadership helps in being flexible which encourages innovation. It would best suit the current market needs. Servant leadership must be the core of any leadership role which demands serving others and setting a role model for the team to follow.

I'd ensure that the chosen model resonates with our organizational culture and values, aligning closely with the competencies required. Pilot programs and ongoing feedback mechanisms would help test and refine the model's effectiveness, while a commitment to adaptability and continuous learning would be essential for long-term success. Ultimately, the selected leadership model should be a dynamic, evolving framework that enhances leadership practices and aligns with our organizational goals.

There is no one leadership model that works every day, for every person, for every situation. Leadership "models" need to be flexed to address the situation and person at hand. That is true "situational" leadership. Otherwise, authentic leadership should always be the goal. To be other than authentic is exhausting and not helpful for those one is leading. And, of course, any person should act with integrity and build trust in order to call themselves a leader.

As we found some initial success, I had to give my teams and leaders the ability to breathe, grow, and make decisions. I found myself leading from behind often after personal sessions that I had with my own advisors and leaders, whom I look up to. It was never about giving answers to my team so they can make the decision I wanted, but it was about providing guidance so they potentially reach the same decision and build that internal muscle so we can grow as a company without me being a bottleneck.

Leadership is not about processes or systems. That's management and although management is a part of leadership it is not the framework you should be building your leadership on. Leadership is about people. If you want a time-tested framework for leadership that has been used by organizations, both large and small world-wide, start with The 21 Irrefutable Laws of Leadership by John C. Maxwell. There you will find a framework that works in any culture and any organization. The key is teamwork and continuous improvement. No one person is good at all of the laws so leaders must surround themselves with others who can fill the gap and minimize the impact of their weaknesses.

What is great about having a leadership framework is it creates immense amount of internal potential in the organization. It sets the foundation and scaffolding, while enabling the internal purpose and drive of the leader AND the organization to thrive from inside out. Whichever framework you leverage is based on the situation like certain tools for certain jobs nonetheless, how the blueprint is laid is paramount to the overall success of what you’re trying to build. Sorry for the construction analogies but you can’t build a castle on quicksand. Selecting the model best fit for the moment is important.

I was one of 3 people on the GTM team when I joined the startup. There were only 17 employees at the company. I had to lead from the front to set the path of how we would go to market and how we would win. I needed to get feedback from the field, directly from our prospects and customers. I had to understand how to adjust pricing and packaging to stay competitive. I had to understand how to make my marketing, sales, and CS teams effective and accountable. I played a very active and vocal role in the Executive Leadership Team as well. I pushed the organization and created positive friction in order to drive change.

Choosing a leadership model is pivotal—a guiding compass for your unified framework. Tailor this choice to your context. Transformational leadership sparks collective vision achievement. Servant leadership centers on others' needs. Situational leadership flexes to match readiness. Authentic leadership embodies integrity and trust. Your model's resonance with your organization's ethos solidifies its impact on leadership evolution.

When we help organizations think about how get to a framework.. we urge them to go back to their values .. what are the things the company rewards, what are values that the company stands behind.. these will provide a lot insight into the types of competencies you then want to build in your teams. For example if innovation is a organizational value, what are the behaviours that you want to see in the team that would demonstrate that - it might be flexibility or optimism.. well then those are skills you can actually measure and reward when you see your teams displaying them and become a part of your framework..

Elevating leadership hinges on honing competencies. Equip leaders with skills, knowledge, and attitudes that propel effectiveness. Leverage a competency framework to categorize domains like strategic thinking or emotional intelligence. Craft a proficiency scale, gauging mastery expectations. This calibrated approach ensures leaders possess the multifaceted tools crucial for success, harmonizing their efforts within the unified framework.

Building competencies are often the most overlooked perspective in creating a Leadership program. We often update or recreate programs with little or no focus on building that program to develop and enhance the leadership skill. In the restaurant industry for example, we teach managerial steps that are task driven of what that manager needs to do to run a restaurant, but we don’t develop the Leadership qualities needed to make sure that person has the personal skills to build the bigger needs of managing the restaurant. Budget knowledge, team development, public speaking, written skills, time management etc.

As a fan of leadership growth, I believe it is absolutely necessary for leaders to continue their development. Equally important, however, is to put into practice the things you learn and evaluate their effectiveness with a willingness to adjust if necessary. You must also be mindful not to change too much or too fast. You will leave a lot of destruction in your wake.

Leadership isn't a monolith; it's a mosaic of competencies. What unique attributes define your brand's leadership? Is it empathy, agility, foresight? Sculpt these competencies through careful selection and nurturing. Identify gaps and craft a pathway that doesn't just fill them but elevates the entire structure. It's not a checklist; it's a symphony, and each competence is a note that must harmonize.

The only way to be effective is to define specific behaviors you'd like to see from leaders. In the case of soccer, you cannot make "kick a goal" your competency. Break it down - power of the kick, accuracy of the shot, speed of running. The same applies for corporate skills. I find that clients that stay too high level just create more red tape. You can only develop and measure specific skills if you define them properly. If you stay at "empathy" or "strategic thinking" ... nothing will get done.

I agree with Angela Payne about going back to core values, they are the operating system of organisations (or they should be). Leadership competencies need to be both 'hard' and 'soft'. Hard means developing strategy, delivering on results and giving honest messages. Soft means listening, inspiring, communicating with empathy and interest in others. When combined, the focus on hard (task) competencies and softer (people-centred) competencies can provide a rounded an agile leader.

Leaders participating in my Post-Pandemic executive coaching program complete a 6 month leadership development process comprised of these topics: 1. Effective Workplace Communication 2. The Application of Time, Energy & Attention 3. Managing Workplace Conflict 4. Using Emotional Intelligence & Critical Thinking in Decision Making & Problem Solving 5. Leading a High-Performance Work Team 6. Ethical Leadership 7. Leadership Self Care This reflects the changes in the work force, and requires leaders, at every level, to recognize they must abandon the command & control transactional, Industrial Age leadership model and adopt a relationship based leadership model so they can appropriately interact with the Post-Pandemic Team Members.

The most important part is the ownership of key stakeholders and the institutionalization of the behaviors, skills etc. Getting the buy in from these people means they need to weigh in during the process. Its an art to have a process that produces a practical and tangible outcome that leads to implementation and action. Many times if its one person from the C-suite making unilateral decisions, or the Ops manager or any one person, it never gets very far.

Just as we measure and track financial KPIs, we should also have KPIs for leaders to be able to gauge their performance and assist with their development over time. I was taught in the Air Force that "What gets measured improves." I have found that this applies just as much to people as it does to systems and programs in my business.

Designing a development program isn't a routine task; it's an architectural marvel. Craft a curriculum that's both grounded and aspirational. Utilize mentors, not just trainers. Create real-world scenarios, not just classroom lessons. Integrate technology, but celebrate humanity. It's a dance of wisdom and innovation, tradition, and disruption. Make it a journey, not a manual, a transformation, not a task.

This is where 95% of SMBs fall down. They don't know what leadership skills to train people in. And they have no idea how to actually train people either. In my mind - these are the core skills every manager and leader has to be trained in: Situational Leadership Coaching Delegation One-On-One Coaching Classroom Teaching Interviewing Effective Meetings Conflict Management Email Management Time Management And pretty much in that order. Two years ago - I launched a course - InvestInYourLeaders - that actually teaches every one of them.

You have to teach leaders how to manage relationships! How can I argue and still keep this relationship? How can I discipline and still keep this relationship? Support, practice, and reflection are key!

In our change management consulting firm, we've designed a leadership development program that blends theoretical frameworks with practical applications, focusing on cultivating adaptive leadership skills, change management expertise, and strategic thinking. Our program includes immersive workshops, case studies from the firm's diverse projects, and mentorship from seasoned consultants. Incorporating simulations of real-world change scenarios provides hands-on experience in navigating complex organizational shifts. Moreover, integrating emotional intelligence, stakeholder engagement, and ethical decision-making equips emerging leaders to lead change effectively and inspire their teams to embrace innovation and drive impactful results.

I’ve worked in organizations that are deliberate and thoughtful about their leadership development programs and in others that the capacity for leadership is an afterthought to operations and management. I venture to say that you can’t have the latter without the former. And in healthcare, building up our leaders is integral to transformation of these organizations and the overdue transformation of healthcare writ large.

Having unique personal experience with this question designing my own Leadership & Professional Development program, the key to its success was ensuring the program was specifically designed for the audience to engage them on topics they actually wanted and needed to learn. Our program focused on university students and young professionals, who fully appreciated our pivot from traditional leadership principles to a more professional, career-oriented approach. Not only did they improve on skills they actually wanted to improve, each classes feedback was used to further refine our next offering or iteration. So they key really is to know your audience and design your program around them.

Crafting a leadership development program, I've found that blending learning types—training, coaching, peer interaction—yields rich growth. The 70-20-10 principle resonates. This recipe nurtures holistic skills in tune with real-world needs, weaving a robust unified leadership framework.

Train on a leadership competency, have them practice it on the job, come back and reflect and debrief how it went. Assessing how they were doing before the program through 360 assessments, assessments from their supervisor, and self assessment. Make it interactive, conversational etc. This combines those many different approaches, with accountability built in to the program.

Leadership development programs must begin with identifying the needs of the business, including vision and strategic goals. Then mapping out the skills and attitudes needed to meet those goals. Next come some psychometric or other self-awareness-raising methods to help leaders in the org. understand themselves more and what they need to develop. A type of wide-ranging leadership training needs analysis. Then comes the specific learning interventions needed to close gaps in skill, competence and confidence. Finally comes the evaluation of the impact of the programs when compared to their key success criteria. At the heart of leadership development needs to be synergy between the company, the leadership participants and the trainer/coach.

Shaping your leadership development program is akin to curating your personal arsenal of leadership skills. Dive deep into a diverse mix – formal training, coaching, peer learning, and that golden 70-20-10 formula. It's not just learning; it's sculpting your leadership prowess with a touch of magic. This isn't your run-of-the-mill program; it's your exclusive ticket to unlocking leadership mastery.

Implementation is where dreams meet reality, where strategy dons the armor of action. Engage leaders at all levels, make them the champions of change. But never cease to evaluate. Keep the channels of feedback open, flowing. It's not scrutiny; it's a conversation. Every flaw discovered is a step toward perfection. Every success celebrated is a wind in the sails. It's an ongoing process, a living entity that grows, adapts, and evolves with the brand.

What gets measured gets done. Measuring the right metrics is critical for driving awareness & adoption of any leadership framework. In fact, go a step further than just measurement: a good data dashboard can do wonders for translating the abstract concepts of a leadership framework into a unified language that can be understood across the organisation. Ultimately, while it is important for a leadership framework to be grounded in a strong conceptual basis, it is not enough. A well-designed change management plan with senior stakeholder buy-in is critical for ensuring that your leadership framework has its desired impact throughout the organisation.

The only hope that a leadership framework is implemented is if the business allows HR to do their job and embed it in talent review processes. As is oft repeated, what gets measured gets managed. Too many leadership interventions make participants "feel good" about themselves for a short period of time and then all is forgotten about the training.

One key thing to remember here is to NOT develop the framework in a vacuum of leaders only. Leaders are nothing without followers. A truly effective leader is a focal point between those they lead and the desired future state of the org. They must be able to inspire and pull along their teams while reaching for the future. Therefore, neglecting the input of the teams being led when developing or changing a framework is a danger that no amount of leadership models, strategic planning, etc. can mitigate.

Leadership is a skill and thus can be learnt. Titles often may not reflect your leadership. Look for core competencies in anyone who would like to be guided to be a better leader. A leader always follow another leader irrespective of his followers. A leader will not be a leader if they do not have followers.

1. When we build leadership frameworks we ensure they are fit for the culture and context, understanding the nuances of the organization. 2. we need to embrace the idea that frameworks are incomplete. What gives them life are the ways (and awareness) in which leaders operate and show up in every given moment. 3. Understanding that leadership development is an inner game. The deep work of becoming conscious of our patterns and actions individually and collectively, that is the real work and can begin long before a framework is established.

Often times we run on the guiding principle that our leadership frameworks have to fit into the organizational context and culture. On paper, this makes sense…We know the age-old maxim from Peter Drucker that “Culture eats strategy for breakfast,” which I mostly agree with. But what if the culture of the organization is in need of change…transformation? As a leader, every thing you do from that point of orientation may be counter-cultural. Sometimes things needed to be broken (because they already are) to be made anew.

We help leaders co-create 'operating norms' or terms of engagement through our experiential workshops. We design immersive experiences for the leadership team, which helps them distill what works for them as a group, having gone through these shared experiences. These norms are unique to that particular group as different norms will work for different leadership groups. The leaders champion these norms down the line and are the building blocks for the culture of the organisation.

A leader is only as good as his staff. The staff is doing all the work. A leader will teach and talk with respect. When you notice a great job being done, complement the employee. Make your environment a place people went to come to not a place where they come just for a pay check.

Every top GTM leader I've met has a sharp intuition. They predict deals, sense customer churn, and foresee successful strategies. My gut's been reliable, but steering a business on instinct alone is risky. To master our destiny and end-of-quarter outcomes, I championed meticulous frameworks: from pipeline generation, performance metrics, deal progression, churn management, to feedback loops. But it wasn't just about processes. Training my Executive team and every member on effectively leveraging these tools was transformative, ensuring predictability and consistency in our business.

My experience has lead me to believe the Leaders are the followers. Especially if they are more involved with politics and/or tasks other than with the primary product. Let your TEAM not (followers) do the decision making, after all they have the expertise and knowledge to do the task. I personally believe in "Give support with out removing responsibility" and as a leader your job is to ensure your TEAM has what they need to perform and shield them from upper management.

Leaders are readers. Leaders are learners. Leadership is a continual journey, you never arrive. If you make it about you, you're failing not only a leader but as a person. The best thing that I've learned in the application of leadership: People want to be led from 40 feet, not 4' or 40,000'. Close enough to see and be involved, to add perspective and direction, yet far enough to let them run. Don't micro manage. Give direction, equip and empower them to see it through. Don't over deligate & be a fly over leader who doesn't know really what's going on. Hold them accountable, but give room to learn and grow. Every leader should read 6 Types of Working Genius by Patrick Lencioni to find the best way to build your team.

Leadership Development is more than building skills; it is a real chance to enact real social change within the organization. Treat it as a culture change initiative. When a plurality of leaders adapt their behaviors in uniformity and at the same time, you have a fabulous chance to transform your company without the strife of mandated change. Studies have shown that leadership is responsible for 21% of a company's performance... why wouldn't you want to improve that?!