Times Square in New York. A good example. Many different people, many ways, many possibilities. Executives are constantly busy in their businesses, to draw these three factors in orderly. This is not easy. And Additionally, it is also a perpetual, constantly changing process.
"Dynamic, diverse and ever changing', so New Yorkers see their city. And that is also the reality of leadership work in enterprises.
A typical case: Christian is an IT expert and works as an interface between manufacturer and reseller when an IT distributor. He is competent and a friendly contemporary. He was promoted to team leader.
Now six employees report to him, also IT professionals. His boss told him: "You keep but your previous job. You're on top management work!“
Everyone knows: This may not work. Nevertheless, it is done so. What are the consequences? If Christian Glück has, the staff are cooperative and continue as before. But even in this positive case, the risk, that the team at the next major change will have trouble, the course change. Then Christian must be reflected more clearly in his leadership role. The team is not accustomed. Now might encounter resistance, which Christian is not used. And now comes a fork in the road: Synergy or conflict.
At this path forks, executives often Dodge. The reasons for this are fear of rejection, before loss of control, against unintended reactions and uncertain consequences.
When dodging Christian now, He creates a palpable leadership vacuum. In the vacuum, human behavior does not end. People according to their instincts and priority personality shares behave in a vacuum. Kulisek unordered momentum. Is now even more difficult and challenging. As Christian but had little opportunity in his "on-top role", to develop his leadership skills in the "normal case", is it very unlikely, that he is now ready, This crisis competently to master. At this fork, the entire team progress could grind to a halt.
That was the scenario, If Christian Glück has...