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Knowing WHEN to involve WHICH external experts and WHY
Executives who thinking of involving external experts in enterprise development should start at the point of understanding their own needs and situation. They should at least enable themselves to define the matter of purchase and determine the conditions and quality of supply. Otherwise, such projects can quickly mutate into self-commissioning by the contractor, where the effort-benefit ratio and conformity with objectives are determined by others.
Dealing with the Blind Spot
Everyone has so-called blind spots and therefore there are various blind spots in every company, often in every department and at every workplace. Many of these blind spots are non-threatening and have little impact on the company's performance. Other blind spots can develop into influencing factors with considerable potential for damage. How do you recognise these blind spots and how do you deal with them effectively? Blind spots have one thing in common: they are easily overlooked. We are familiar with this effect from driving, and it can be directly transferred to work in your own company.
Technical Debt: Effective handling in executive management
Although the term technical debt stands for work in software development that needs to be completed, changed or corrected, it can be applied to various areas in the organisation. This type of performance backlog arises wherever development work is incomplete, incorrect, or outdated because of decisions that have been made or delayed. As an entrepreneur and manager, you are well advised to deal with this issue consciously and authentically. Make it clear within your organisation where you stand on the issue, and what your expectations of the organisation and those responsible are. and what you are specifically doing to ensure that technical debt does not become a threat to the company. Also reflect on your own decisions and judgements, which may also lead or have led to technical debt.
Effective Delegation is Key
Delegation is a difficult yet essential activity and is vital when it comes to business growth. Successful delegation needs to be learned and trained. Especially for young entrepreneurs or founders, it is often not easy to step back from being the best technician in the house. It is a transition towards becoming an entrepreneur. Entrepreneurs and executives who do everything themselves and work long hours often find it impossible to take breaks, go on a holiday, and most importantly, allocate time to work on their business. The sooner you master the art of being an effective leader, the sooner you will attain sustainable success.
5 Things that entrepreneurs or CXOs cannot delegate effectively
Entrepreneurs and executives encountering inner blocks in recognising tasks that cannot be effectively delegated or lacking the necessary understanding, experience, and ultimately the joy of doing these tasks should consciously set aside time and motivation for their personal development and possibly consult external experts. Ignorance and overconfidence are not reliable advisors in this context.
Escape Your Comfort Zone!
Step out of your comfort zone and embrace change and further development. If you aim to empower and motivate your organisation and its workforce to make significant changes, you yourself must feel empowered and motivated. The better you understand your personal habits and behavioural patterns as well as the strategies to successfully overcome your own hurdles on the way to change, the more successful you can be as a leader in facilitating change among others. Venturing beyond the comfort zone involves taking small but consistent steps. Anyone can cultivate this skill and many have already succeeded in doing so. In the end, some tend to return to their comfort zone because permanent change can be exhausting.
Implementation of Enterneering® = ‘Chicken-and-Egg’ Problem?
For a successful implementation of Enterneering® within your company is advisable to adopt an approach that is as fully integrated as possible, in which the most important goals, tasks, and measures from Enterneering® are included with the other strategic goals and measures of your company as part of the regular corporate planning process. It is not advisable to implement Enterneering® as a parallel event, or in separate systems or processes. The higher the degree of integration of Enterneering® in the company's management system, the more sustainable the successes will be. <br> <br> To follow this recommendation, the company must have a suitable strategy and plan with which the goals and measures of Enterneering® can be integrated. What does this mean? And what should the corporate planning be like to enable a meaningful integration?
Keeping Growth from Becoming a Threat
There are no growing pains, but rather a series of tough challenges and a significant amount of hard work. This is how many entrepreneurs and founders describe the process of building and expanding their businesses. However, real events in business practice tell a different story. In both start-ups and established companies, growth leads to change. And just as much as changes require active planning and execution in order to be successful, organised growth demands planning and implementation. Nevertheless, many companies encounter obstacles and stagnation precisely when they aspire to achieve the growth, they ardently desire.
The Most Effective Talent Management (!?)
How does your company handle staffing? Do you still have fixed job profiles within relatively rigid organizational units for which suitable candidates have to be recruited or developed? Is your company one of those that find it increasingly difficult to fill numerous vacancies while also dealing with enormous structural change tasks? The VUCA world, in combination with the demographic distortions, leads to significant challenges in the areas of personnel and organization. Perhaps considering the step towards talent-oriented organization and talent-oriented people management could also be a significant developmental opportunity for your company.
Intrinsic Motivation remains the Key for Success
Everyone knows the feeling when you must motivate yourself to accomplish an important task and overcome inner barriers. Not every job is fun for us, and that is completely normal. Conversely, we also understand how easy and motivated we are to complete tasks that arouse our interest, correspond to our strengths and preferences, or promise highly desirable outcomes. As an entrepreneur or executive, you should know this fact well and leverage it within your company’s organization. Top companies employ top talents with high levels of motivation and enthusiasm.
Hardcore Agility or Collective Nonaccountability?
The VUCA world not only brings many changes and challenges for business organisations but also various trend-like phenomena. But not every aspect of the corporate world is upside down. Many principles and structures from past decades remain relevant. Being able to recognise this and distinguish effectively is a skill that is becoming increasingly important, especially in the VUCA world. Entrepreneurs and managers should be able to identify and assess which developments will drive sustainable changes in organisations and working environments, as opposed to those that may resemble the swinging of a pendulum on a clock -temporary and prone to reverting again.
Deal consistently with Toxic Behaviour
Toxic behaviour is not an inborn defect. There are no genetically determined toxic people. However, people's behavioural patterns, habits, and actions can indeed have a toxic effect on others. We can unintentionally exhibit such behaviour. Therefore, we should be familiar with this issue, be able to recognise toxic behaviour when it arises and consistently deal with it.
