impact coaching and conflict management

Category: forum

  • Onboarding managers in leadership functions

    Onboarding managers in leadership functions

    In our last post we pointed out the mindset behind the fact that this group of new hires receives little attention. Today we look at why applying a targeted approach for onboarding managers with people responsibility deserves second thoughts. For companies the question is: What is to be gained by making leadership onboarding a case❓…

  • Onboarding = Onboarding ?

    Onboarding = Onboarding ?

    a case for a target specific approach. Onboarding in a general job context typically refers to the process of incorporating a new employee into an organization. It involves familiarizing the new hire with the company culture, policies, procedures, and their specific role within the organization. The goal is to help the employee become productive as…

  • Leading at a Distance – 5 – internal distance

    Leading at a Distance – 5 – internal distance

    “Leading at a Distance” is part of the daily experience of internationally operating organizations. In this 5th episode of our lecture series, we look at ”internal” or organizational distances. We start by describing how internal distances are rooted in every organisation’s structure, and point out ways to turn these distances into productive proximity Also, check…

  • Leading at a Distance – 4 – Language Distance

    Leading at a Distance – 4 – Language Distance

    “Leading at a Distance” is part of the daily experience of internationally operating organizations. In this fourth part of our series, we talk about how language can create distance. How can an organization, and how can you as a manager deal with different linguistic backgrounds present in your team in order to foster participation and…

  • Leading at a Distance -3 – Cultural Distance

    Leading at a Distance -3 – Cultural Distance

    “Leading at a Distance” is part of the daily experience of internationally operating organizations. In this second part of our series, we focus on cultural distance. How can an organization, and how can you as a manager deal with different cultural backgrounds present in your team?

  • Leading at a Distance – 2 – Geographical Distance

    Leading at a Distance – 2 – Geographical Distance

    “Leading at a Distance” is part of the daily experience of internationally operating organizations. In this second part of our series, we focus on geographical distance. How can you establish “presence” and “contact” in a geographically separated team? Discover ways how you as a leader can foster connectivity Also, check out the other parts of…

  • Leading at a Distance

    Leading at a Distance

    “Leading at a Distance” is part of the daily experience of internationally operating organizations. We distinguish four “dimensions” of distance: geographical, cultural, language and organizational – and point to ways to “bridge” these distances as a leader.

  • coming out of the first wave

    coming out of the first wave

    Some of the transformations in international work relationships are here to stay. The challenge now is to adapt the way how global mobility is organised and accompanied.

  • Internationalisierung: Eine unternehmensinterne Entwicklungsaufgabe

    Internationalisierung: Eine unternehmensinterne Entwicklungsaufgabe

    Unternehmen, die sich internationalisieren, müssen sich auf neue äußere Gegebenheiten einstellen. Erreicht werden muss dies: 1. durch Wissenszuwachs, 2. durch Kompetenzzuwachs und 3. durch die Veränderung ihres etablierten Organisationsmodells.

  • Risikominderung: Vorbereitung auf Entsendungen

    Risikominderung: Vorbereitung auf Entsendungen

    Eine sorgfältige Auswahl und Schulung einer Führungskraft vor der Entsendung kann dazu beitragen, die Risiken eines Abbruchs oder eines Misserfolgs der Entsendung zu mindern. HR und Global Mobility Abteilungen haben innerhalb der letzten zwei Jahrzehnte umfassend auf die Erkenntnis reagiert, dass die Entsendung der Vorbereitung bedarf.