Insights
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from fractures to bridges
Dual Leadership
our best practices in change management
Listen first, then act
Active listening is the starting point for any change. Only those who recognize problems and take direct action within their own sphere of influence create trust and a sustainable basis for change.our best practices in change management
Involve all levels
Change can only succeed together – from top management to operational level. Middle management in particular is a crucial connecting element.
Making measures tangible and achieving quick wins
Solutions should be quickly tangible. Quick wins increase motivation and show that change works.
Maintaining a holistic view
External consulting creates distance and allows you to see the big picture. This makes it possible to identify key areas of activity, avoid blind spots and strengthen the strategic focus in a targeted manner.
Consistently manage and monitor implementation
Change needs structure: progress must be measured and measures monitored. A strong governance model ensures a sustainable impact.
Welcome
dear Magdalena
Seth Godin
Change is not a threat, it‘s an opportunity. Survival is not the goal, transformative success is.
8 Levers of Change
Change is a decision
Change begins with a clear “yes”. Without a genuine inner commitment, every change remains a struggle. It needs a WANT, not a MUST!
Change needs clear goals
Only those who know exactly where they want to go can set the right course. Defined and prioritized goals provide orientation and help to maintain focus and motivation.
Change needs authentic role models
“Walk the talk” – change only works if managers lead the way with credibility. Rituals, signs and visible actions create orientation and security.
Change requires trust
Without trust, any change remains a risk. Active listening, empathy and openness are the basis for overcoming fears and resistance.
Change in visibility
How does the change manifest itself in concrete terms? The change must be noticeable both in the “hardware” (e.g. buildings, architecture) and in the “software” (e.g. practiced values, manners).
Change needs emotions
Ratio creates understanding – emotions ensure action. Change only succeeds when people are emotionally involved and feel the change.
Change requires self-efficacy
Successful experiences create self-confidence. Those who realize that they themselves have an influence on change remain motivated – even in the face of setbacks.
Change requires clear communication
Honest and clear communication provides security and orientation – open dialog and regular feedback are essential for this.
Farewell Karina
book recommendation
leading change
passive resistance in change processes
Lack of understanding
If employees do not understand why a change is necessary, they often react with rejection. Without a clear “why”, there is a lack of willingness to actively support the change.
Lack of communication
If the reasons for and objectives of a change are not communicated clearly and comprehensibly, uncertainty arises. And uncertainty leads to employees distancing themselves or blocking change.
Loss of trust in leadership
If previous changes have failed or the leadership itself seems unconvinced, trust dwindles. Without trust, there is no motivation to actively participate in the change.
Lack of participation
People want to help shape things. If changes are only imposed from above, employees feel ignored. The feeling of powerlessness often leads to passive resistance.
Fear of loss
The fear of losing status, influence or skills is a strong driver of resistance. Anyone who fears losing value as a result of the change is more likely to block it than support it.
Welcome Lotti
The eight point plan for a successful change management
Emotions as a starting point for stability
Insecurity and resistance are normal. Open discussions about fears and hopes help to remove blockages and release constructive energy.
Communication as the basis for trust
Transparent, timely and consistent communication creates orientation and security – and prevents rumors.
Strengthening change competence and leadership
Well-prepared managers are crucial. Training in resilience, active listening and emotional intelligence makes all the difference.
Actively involve employees
Change can only succeed if everyone is on board. E-learning and practical tools strengthen self-efficacy and actively involve the workforce.
Creating structures for change
A change management office and “change ambassadors” coordinate the process, collect feedback and dynamically adapt strategies.
Define strategic realignment
A clear vision with defined projects and guidelines provides orientation and creates a stable foundation for the future.
Offering individual support
Individual coaching sessions and team support help to overcome emotional stress and master individual challenges.
Creating a dignified closure
respectful closure leaves positive memories and allows everyone involved to make a new start with dignity.