Key Factor Value-Based Leadership (eBook)

Shaping the Working World of Tomorrow with Good Values

Ulrich Vogel (Autor)

eBook Download: EPUB

2024 | 1. Auflage
208 Seiten
tredition (Verlag)
978-3-384-39522-1 (ISBN)

Infos

I address two central questions: How can value-based leadership succeed in businesses, and why is it so important? The focus is on the emotional aspects that make motivation, creativity, inspiration, and meaningful relationships possible in everyday work life. The foundation for my insights is Robert S. Hartman's value theory, which established formal value science. This book is about practical application: Value-based leadership starts with leaders and their ability to lead themselves. It continues with hiring practices, measures for unlocking and developing potential, and personal relationships. It also plays a crucial role in fostering value-driven teams. My vision: It's possible for value-based leadership to take root and spread throughout entire organizations, creating a culture where positive values set the pace. With practical guidelines and real-world examples, I show how to make this a reality.

Dr. Ulrich Vogel ist Experte für wertebasierte Unternehmensführung und seit 25 Jahren in allen Feldern der Human-Resources-Beratung zu Hause. 2009 gründete er das internationale Unternehmen profilingvalues, seitdem entwickelt er wertebasierte Personaldiagnostik aus der Praxis für die Praxis. Geboren wurde Uli Vogel 1967 in München. Später studierte er dort Politikwissenschaft, Volkswirtschaftslehre und Öffentliches Recht und promovierte am Lehrstuhl für Internationale Politik über das Thema 'Stabilitätstransfer durch die NATO am Beispiel Polens'. Ulrich Vogels berufliche Laufbahn in der Wirtschaft begann bei der internationalen Unternehmensberatung Mercuri Urval. Dort war er beteiligt an weltweiten Projekten, bei denen es um die Suche und Auswahl von Fach- und Führungskräften sowie um Eignungsbeurteilungen im Rahmen von Management-Audits ging. Nach zwei weiteren beruflichen Stationen bei kleineren Beratungen gründete Uli Vogel profilingvalues. Die in diesem Unternehmen entwickelten wertebasierten personaldiagnostischen Instrumente bauen auf der formalen Wertewissenschaft nach Robert S. Hartman auf. Inzwischen wurden mehr als 1.000 Wertediagnostiker:innen an der profilingvalues-Academy ausgebildet, das Verfahren kam in über 5.000 Unternehmen zum Einsatz. Von 2009 bis 2015 engagierte sich Uli Vogel beim Robert S. Hartman Institute, das in Knoxville, Tennessee ansässig ist. Er war einige Jahre Mitglied des globalen Boards, bevor er den europäischen Arm des Instituts gründete und die erste Präsidentschaft dafür übernahm. Seit vielen Jahren beschäftigt sich Uli Vogel mit dem Thema wertebasierte Führung. Er hat zahlreiche Unternehmen dabei unterstützt, Value-based Leadership im Rahmen maßgeschneiderter Führungskonzepte und entsprechender Trainings und Coachings zu implemen-tieren. Wertebasierte Führung ist ihm zum Herzensanliegen geworden. Seine Vision: die Arbeitswelt menschlicher zu machen sowie das Engagement, die Freisetzung des unendlichen humanen Potenzials und die Freude an der Arbeit von Einzelnen und Teams zu befördern. Uli Vogel ist verheiratet, hat fünf Kinder und lebt seit zehn Jahren in Spanien. In seiner Freizeit zieht es ihn in die Natur, zur wissenschaftlichen Arbeit über Werte oder mit Leidenschaft an sein Klavier.

Textauszug

Chapter 2: Value-based self-leadership as the eternal first step

What is the most important thing in life? I would say life! But how can and will I lead it? How can I make the best of it? How do I become a good person? Everyone knows questions like these – in my opinion, more people should be able to find a value-based answer for themselves and consistently put it into practice. It’s about digging deeper. And as in many other cases, you must start with yourself. What many people don’t know or don’t realize: If you want to become a good leader, you first need to learn to lead yourself well. In this chapter, you will learn how to do this in a value-based way.

1. Everything starts with yourself

The world-famous US bestselling author Stephen Covey nails it with the first of seven habits that he believes highly effective people have: be proactive.24 Otherwise you will end up “being lived” instead of creating your life.

Yes, I agree. I can’t expect the given circumstances to carry me through my life to success. In fact, that’s illogical. Why would the universe bother making things go my way? It’s about making a difference from within myself. I should find something in myself that sets me apart from others, in a certain area in which I have and develop skills. Just going with the flow and letting things happen isn’t enough. For many, that might feel like enough effort, and most do more or less okay. But is that really a successful life? Am I truly using most of my individual potential? Hardly. The philosopher Søren Kierkegaard put it aptly: “Most people only live on the ground floor of their life house.”25 There are probably a lot of people who only live in their basement. Yet we have infinite potential – each and every one of us! However, the utilization rate seems frighteningly low. Hartman stated in one of his seminars: “Around 90% of people in society only live in their roles, only 10% use their potential.”

For both Covey and Hartman, the individual life goal is essential. Covey takes a drastic approach, having people write their own funeral oration and describes the second habit as follows: “Start with the end in mind.” Paint the ultimate picture of what you want to achieve in your life. This, of course, requires proactivity. Hartman chooses the path via the definition of “good”. A good person is one who fulfills his concept. It is therefore important to find out what I am meant for, how I can best contribute to the positive enrichment of the universe.

→ Do it

Man of fear or man of faith

In the context of self-leadership, Hartman has identified some core values that he contrasts negatively and positively. When I first read it many years ago, I thought to myself: Wow, if I want to get really good at all 13 of these criteria, I have a long way to go. I am still in the process of improving. It’s anything but easy. In the end, the journey is probably the destination.

Test yourself by contrasting a person who is driven by fear (man of fear) with a person who believes in him or herself and the good (man of faith).26 According to Hartman, the latter is a cosmic optimist: He knows that there are many bad things in the world, but he sees them as weaknesses or mistakes in design or implementation, not as the essence of the world. It is best to create a bipolar scale from –5 to +5 for the test, be self-critical, and calculate your average score at the end. At https://profilingvalues.com/ en/materials/man-of-fear-man-of-faith you can down-load a template or access it via the QR code. The result will trigger something in you.

1. Defiant and stubborn vs. modest and humble

2. Aggressive and combative vs. serene and calm

3. Competitive vs. cooperative

4. Cynical vs. humane

5. Greedy vs. generous

6. Vain and cocky vs. natural and unpretentious

7. Easily hurt and touchy vs. self-possessed and not easily hurt

8. Fearful and cowardly vs. bold and courageous

9. Burdened with the heavy touch vs. blessed with the light touch

10. Prone to see the irrelevant vs. prone to see the relevant

11. Inconsistent and hesitant vs. persevering and patient

12. Systemic and rigid vs. spontaneous and flexible

13. Indifferent and callous vs. compassionate and helpful

Jim Collins identifies five-level leadership as the central personality trait of a good leader among his seven most important leadership principles that can turn good companies into great ones.27 In his eyes, this is an almost paradoxical mixture of modesty and humility combined with an irrepressible determination that nothing can stop.

The central values are to put oneself and one’s own ego at the service of the greater purpose and to give everything of oneself in a disciplined and consistent manner to be successful. Here again, the inner workings of the leader are emphasized, meaning the personal values and attitudes.

Figure 3: The value matrix

You can use the value matrix to check the extent to which you already have your self-leadership in check. Please focus first on the right-hand column in the already familiar figure 3. These three scales are the three aspects of the self. They should all be in sync at a high level if possible so that there is no “imbalance” in your self-leadership. To put it simply: Good self-leadership should be a prerequisite for being able to lead other people and doing it well. Then, shift your focus to the left column to target your personal development there.

Many people stand in their own way simply because they are not clear about themselves and their abilities in combination. For each of the six scales, I will provide you with a few impulse questions below to facilitate critical self-reflection. Be assured: It is worth using the new insights for self-leadership to improve in these value scales.

→ Do it

Systematically assessing and developing the self

Give yourself a current rating on each scale from zero for “no competence at all” to ten for “it couldn’t be better”. Also calculate your average. Look for answers and use these measures to work out how you can develop further in the following three dimensions and two value areas.

Personal needs (self-esteem)

Who are you as a person? A question that may be uncomfortable at first, but it is important. What makes you you, unmistakable, unique, and authentic? What defines you beyond your roles and plans? Do you feel connected to yourself? How do you feel about yourself? Are you in your center, in balance, in harmony with yourself? How would you characterize yourself in three short sentences? What do you stand for? To what extent and in what way do you want to develop?

Success orientation (role awareness)

What are you yourself? How are your roles developing? Are your functions clear to you? Can you articulate them succinctly? How connec-ted do you feel to your professional role? Does it fit you like a glove, or does something need to change? If so, what should be the difference? Do you act as a role model? Are you clearly perceived in your role? Can you develop further in your role? Are you fulfilled in your work? What do you need in order to be able to carry out your function optimally?

Goal orientation (self-direction)

What do you stand for? What is your personal (life) strategy? Where do you want all your activities to lead you? What is important to you outside of your day-to-day business and beyond work? How do you see yourself in the context of the major technical, economic, and social change processes? How do you position yourself in the long term? What is your path or plan for achieving your personal strategic goals? How do you describe your own standards, ambitions, and values? What is your personal concept?

Empathy

Who are the people around you? How do people feel around you? What moves them, what needs do they have? Do they feel a sense of purpose in what they do? What barriers do they currently have and how can you overcome them? How often and in depth do you talk to them? How do you evaluate your people and how can you move them forward? Who are your customers, partners, suppliers, and service providers and how are they doing? Do you and your colleagues address them with enough humanity?

Practical thinking

What is going on in your area? What are the current topics and activities and how are they being dealt with? Are the operational processes in order? What is happening in the context of the upcoming changes? Is the business well managed? Are developments and products in line with customer needs? Where can you or/and your team improve? Where can you eliminate weaknesses?

Structured thinking

Where are you and your area heading? What are the long-term development trends? Is there a concrete goal for your area of responsibility, and is it adjusted periodically? How do you deal with changes that occur? Are the structural and process organization compatible with the longer-term goals? What is the culture in your area and what do you contribute to it? How is politics handled...

Produkt-Details

• Erscheint lt. Verlag: 23.10.2024
• Illustrationen: Moritz Teschner, Reinhard Gussmagg
• Mitarbeit: Cover Design: Moritz Teschner; Sonstige Mitarbeit: Cornelia Rüping
• Übersetzer: Hanna Cotorogea
• Verlagsort: Ahrensburg
• Sprache: englisch
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Schlagworte: humanity in the professional world • Self-leadership • value debate • Value Orientation • Values
• ISBN-10: 3-384-39522-0 / 3384395220
• ISBN-13: 978-3-384-39522-1 / 9783384395221