INKOVEMA Podcast „Well through time“
#17 – Transition Coaching. In conversation with Rüdiger Schulz
Well through time. The podcast about mediation, conflict coaching and organisational consulting.
Rüdiger Schulz from fgi Hamburg, talks about the developments of the special Transition Coaching during management changes. As a long-standing expert at Hamburger Fischer Group International, which introduced and established this coaching in Germany, he knows about the opportunities and risks of this crucial change situation in organisations – and the potential for conflict associated with it.
Contents:
- Transitions in politics and business.
- Just today, on 24 November 2020, the outgoing US President cleared the way for the official transition.
- In addition, a change of management is currently taking place at the top of Continental AG.
- Typical dynamics and patterns in management changes
Today, changes in leadership are accompanied by a more deliberate change of direction than in the past.
- Success factors for successful leadership transitions in business
- Support in the (new) organisation
- Good relationship building at the beginning (trust, confidence, credibility)
- Clear behaviour and action in all directions
- Good integration of new ideas into the existing culture
- Management changes are a challenge for everyone
- Opportunities and risks for the new interaction
- An imposition at first, even for those indirectly involved, because new things have to be learnt.
- Which (also unconscious) strategies affect the person changing?
- What personal ideas and obstructive ideas does the person changing bring with them?
- Typical potential for conflict during management changes
- Changes in organisations are annoying, sometimes offending, an imposition for many people
- Potential competitors (are in the team)
- New management styles, new ways and expectations of working together
- Conflicting expectations of stakeholders
- Corona-related changes and learning fields at fhi Hamburg
- Store offline routines, increased video chatting.
- Radical acceleration of the digital solutions that have been underway since 2017.
- Digital self-coaching tool (see links)
- Just today, on 24 November 2020, the outgoing US President cleared the way for the official transition.
- In addition, a change of management is currently taking place at the top of Continental AG.
- Typical dynamics and patterns in management changes
Today, changes in leadership are accompanied by a more deliberate change of direction than in the past.
- Support in the (new) organisation
- Good relationship building at the beginning (trust, confidence, credibility)
- Clear behaviour and action in all directions
- Good integration of new ideas into the existing culture
- Opportunities and risks for the new interaction
- An imposition at first, even for those indirectly involved, because new things have to be learnt.
- Which (also unconscious) strategies affect the person changing?
- What personal ideas and obstructive ideas does the person changing bring with them?
- Changes in organisations are annoying, sometimes offending, an imposition for many people
- Potential competitors (are in the team)
- New management styles, new ways and expectations of working together
- Conflicting expectations of stakeholders
- Store offline routines, increased video chatting.
- Radical acceleration of the digital solutions that have been underway since 2017.
- Digital self-coaching tool (see links)
literature discussed:
- Simon, F.B.: The art of not learning – and other paradoxes…, Essay: Why it is an art not to learn, 1997, p. 145 ff.
Left:
- Rüdiger Schulz: Consultant appearance at fgi Hamburg
- My Leadership World – Leadership Expertise for your Needs: fgi-digitalsolutions.com
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