by Barbara Buzanich-Pöltl | Jun 14, 2013 | Lateral Leadership, Training Insights |
When New Leaders Can Start to Change Things
Dear ladies and gentlemen!
We would like to share our experience with you!
With this newsletter we are starting a series of interviews concerning leadership development. The following summary is based on an interview with Gunther Fürstberger, Managing Director of MDI.
When New Leaders Can Start to Change Things
The conditions under which a new manager starts his job have a great influence on his possibilities to change things during his first 90 to 100 days.
In case of external recruitment Gunther Fürstberger advices new managers to comply with the rules of the group. According to the idiosyncrasy credit model the ones who immediately change everything get full attention but will later be expelled from the group. Successful managers understand what is going on first and play by the company’s values and rules. They collect credit points which they later exchange for change measures. This is the moment when leadership starts.
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by Barbara Buzanich-Pöltl | May 21, 2013 | Lateral Leadership, Training Insights |
When New Leaders Can Start to Change Things
Dear ladies and gentlemen!
We would like to share our experience with you!
With this newsletter we are starting a series of interviews concerning leadership development. The following summary is based on an interview with Gunther Fürstberger, Managing Director of MDI.
When New Leaders Can Start to Change Things
The conditions under which a new manager starts his job have a great influence on his possibilities to change things during his first 90 to 100 days.
In case of external recruitment Gunther Fürstberger advices new managers to comply with the rules of the group. According to the idiosyncrasy credit model the ones who immediately change everything get full attention but will later be expelled from the group. Successful managers understand what is going on first and play by the company’s values and rules. They collect credit points which they later exchange for change measures. This is the moment when leadership starts.
The first two change measures need not necessarily be the most important ones. It is crucial that 90% of the team and top management consider them to be useful. By doing this, new managers may collect credit points and can subsequently address the really difficult topics.
If a new position is assigned to somebody within the company, the conditions for change are much more favorable. The new manager knows the staff, culture and organization very well. Thus, changes can be implemented faster.
Some changes have to be tackled straight away, especially those ones concerning your own behaviour. “What got you here won´t get you there. This is true for any change”, says Gunther Fürstberger and gives the following tips:
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