The more successful you or your company has been in the past the more difficult it is to recognize significant changes of your environment, the markets or customer behaviour and that this requires an adaption of you or your company towards new situations, in other words towards signficant change.
Whenever discussing necessary changes to be prepared for the future with my clients or colleagues in various industries I oftentimes hear
– ”the change will not work with us”
– “it has always been like that”
– “the change is not necessary, why should we”
– “to expensive, no market, no customer demand, no return”
– ”we already thought about this but it doesn`t make sense for us”
– “we have been successul without change”
– “we are still and will be very successful without change”
– ”no need for change, we are the best in what we do anyhow” and
– “we will exist with what we already did the last decades sucessfully”.
In total all the same: we don`t want to change, we want to stay in our safe harbour.
The success of the past is reflecting the intensity of your todays comfortzone. If we stay within we end up like not producing digital cameras (AGFA, KODAK), loosing (significant) market share to smart phone producers (NOKIA) and still catching up to TESLA producing electrified cars (complete german automotive industry)…
Always be aware that your success of the past is not a guarantuee for your success of the future. Adapation, adjustment and change is part of the daily business – It is the most agile who will survive, not the strongest.
Happy to read your thoughts on this…
We are lacking on qualified employees, there is many unutilized jobs out there, we do not have enough experts.
THIS IS THE CURRENT STATE OF THE JOB MARKET.
The natural fluctuation of our senior colleagues cannot be compensated by the same numbers of new hires and trainees.
This fact is well known since more than 30 years! How do you deal with the loss of experience and expertise capacity in your organization, team, company?
Unfortunately there are no short-term measures. You need to untertake some permanent acitvities that should be on your regular agenda, such as…
- permanent research, selection and recruiting, even if you don`t need someone right now, but maybe you will find somebody for later. Start developing your own recruiting pool, start creating a network of experts
- permanent training and qualification of younger colleagues/ new hires, trainings should be more than 2% of your personnel expenses on this,
- import expats necessary meeting your qualification requirements, language skills are mandatory,
- always pay attention to ambitious younger colleagues and create carreer development opportunities, new tasks, more responsibility, etc.,
- establish mentorship, seniors to accompany younger colleagues on a regular basis, maybe sharing same desk/ office,
- make your company somekind of a “family`s home”, difficult to leave for everyone because of its great (team) atmosphere,
- extend employement duration for seniors exceeding typical retirement ages 63/ 65/ …, e.g. consulting agreements, if necessary/ possible for years
The ‘war of talents’ will not end in the next years. Efforts and costs for hiring, integrating and ramping up new colleagues are always more expensive than intensifying the identification and the connection of your colleagues and your company.
Happy to read your thoughts on this…
Trust in your team and trust in the task-management of your employees rather than micromanage. Micromanagement is counterproductive.
Managing the tasks of every employee on detail and controlling any step of employees robs valuable time that could be invested in actual management-relevant tasks.
Micromanagement leads to a corporate culture, where employees reflect the loss of trust within the team, where employees loose their intrinsic motivation & where leaders overwork – loosing the capacity for management priorities.
Valuable results follow from trust!
Trust in your team, expand and grow with your team!
Führung heißt auch Ziele setzen, die Erreichung dieser Ziele zu planen, sich und seine Aufgaben dafür zu organisieren, Abläufe zu gestalten und zu installieren und diese bestmöglich einzuhalten. Letztens erfordert dies Disziplin und (Selbst-) Motivation.
Wer sich selbst keine Ziele setzen kann, nicht plant, seine Aufgaben nicht organisiert und erledigt und dafür auch nicht die notwendige Disziplin aufbringt und somit sich selbst nicht führen kann, der sollte auch keine anderen Menschen führen. Erfolgreiche Selbstführung ist eine Voraussetzung für Führung anderer Menschen.
My definition of management`s responsibility:
- set (ambitious & clearly defined) objectives
- identify strengths and potentials
- delegate tasks to adquate competencies
- balance capacities
- follow up results & define specific regular meetings for that
- ensure quality
- enable qualification and training
- support your team to get better
- trust and delegate responsibilities, allow competence bearers to take those responsibilities (try not to micromanagement)
- communicate, communicate, communicate
- allow the workflow to be agile – responding to change:
‘Failure is simply the opportunity to begin again, this time more intelligently’ – Henry Ford
What is your definition of management’s responsibility?