Stress and overload are familiar occurrences for many managers. Many of them still subscribe to the opinion that they have to have everything under control or at least give the impression that this is the case. With this kind of attitude, they run a great risk of losing sight of the bigger picture. Regular downtimes – be they in leadership seminars or in other formats – provide leaders with an opportunity to keep their work vibrant and alive.
Sound basic methods and techniques form the basis of effective management and leadership. However, positive effects can only be achieved when managers know and apply them. Examples of such methods and techniques include target agreements, staff appraisals, staff development measures, delegation, work and problem-solving techniques, etc. Accordingly, effective leaders need to be able to:
The ability to self-reflect forms the basis of such competences: the more managers are aware of themselves and their own impact, strengths and weaknesses and the more willing they are to learn and develop, the more effective they will be as leaders – especially in complex situations or environments. These competences can be learned through constant self-reflection, feedback loops, timeouts and a basic willingness to constantly review one’s own role, impact, limits and uncertainties.
The use of supplementary leadership development methods and techniques (e.g. peer learning, coaching, mentoring, 360-degree feedback, shadowing, personality and potential identification tools like MBTI or BIP, outdoor elements) has also proved effective in achieving a lasting effect.
I will adapt each method, technique or format to your specific situation and starting point and tailor them to your particular organisational and leadership culture.