The concept of effective leadership has fundamentally changed. Today, personal learning and continuous development of people and organisations are key responsibilities of anyone in a leadership role. The good news is that the required skills can be acquired.
The dynamics of change dominate the professional lives of all leaders. In a volatile environment it’s essential to take deliberate, clear-headed action. Confidence and self-assurance arise from a sense of responsibility and appropriate attitude. To nurture and continually develop these traits, leaders need to critically reflect on their own leadership skills. Leaders who are clear about the demands they have to meet are able to guide and control their actions accordingly and contribute their experience and expertise with utmost accuracy. We support and accompany leaders on this demanding, challenging and exciting journey.
Fears triggered by digital transformation frequently lead to all-new questions. We make these issues tangible, jointly develop answers and define new forms of collaboration along digital process chains.
As professional ‘companions’ of leaders in change processes, we’re challenged to assist on various levels: with us, leaders will develop viable relationships, build on existing strengths and resources within the organisation and create room for organisational development. Together, we deal with inevitable uncertainties and contradictions, and stabilise stakeholders and projects. We implement new forms of work and introduce them to the stakeholders.
As forward-thinking consultants we always work closely and in open exchange within the consultant-client continuum. This is a point process with an internal leadership coalition as the driver of change –- and based on the notion that change cannot be delegated. The responsibility for leadership success, and thus for the successful evolution of organisational structures, processes and stakeholders, generally rests with the individual leader.
The organisational interaction between different generations at the points where enthusiasm meets with experience and the latest know-how meets with useful routines, poses a particular challenge. This process requires continuous careful attention and far-sighted facilitation. If the outcome of generational interaction is successful both, individual stakeholders and the organisation as a whole, will benefit. In fact, overcoming the generational gap involves a set of skills that we at Berchtold effectively apply in real-world conditions on a daily basis.