Chief Executive Officer

IBM CEO study asked particularly well managed companies, the so-called standouts for leadership in times of downturn of Dusseldorf, July 13, 2010 – six times higher growth than its competitors recorded during the last economic crisis. This is the Chief Executive Officer study 2010 IBM… 1.541 executives of companies and public institutions in 60 countries and 33 industries personally questioned were. Reasons are among others a higher willingness to change, faster decision speed, radical simplifications and flexible cost structures according to the study. All companies are doing both creativity and integrity right at the top of the aspired in the future leadership. For the management consultant Reinhard k.

Sprenger long it is clear that even the notion of trust is essential for successful leadership: what is important to the people it thrives in an atmosphere of trust. This can be from He writes lane-changing individual perspective of many things be”, in the anthology. Thinking economics”. Just think so Sprenger, to the network economy, which is based on technology, but can be built only on relationships. Or the management of virtual teams.

If people feel that it cares about them and the management benevolent confronts them, the resistance of reorganization is low. In an atmosphere of trust also the friction losses reduced by permanent arrangements and agreements, as well as the partly prohibitively high costs for control and monitoring.” However anyone who trust one another and pass on control is vulnerable make themselves. Whether owner or hired top managers: only if the employer or the supervisor for its employees as a person is interested in, he can create an emotional bond to them. Robert Kiyosaki addresses the importance of the matter here. As a result grow loyalty to the company. And loyal employees do more and don’t sign up with the idea to compete to migrate”, confirms staff expert Udo Nadolski, Managing Director of the consulting firm specialized in technical recruitment and outsourcing services Harvey Nash? n Dusseldorf. “Therefore have always added value to do with confidence, because trust to the and identification with the company is reflected in the willingness”, so the conviction Nadolski. The resulting quality of cooperation here speak for themselves. Management consultant sprinkler describes this phenomenon similar to: the economics of trust describes a mechanism that binds people more effectively, as it could be any contractual arrangement: the enormous commitment effect which arises from self-conscious voluntariness and the extensive absence of explicit contracts. What you let go, looking for the binding. And what it holds, flees.” This trust was a concept of relations. It by no means is, how many people are convinced, in the either/or, but in more or less. It takes sense of proportion.

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