BUSINESS SKILLS 2/2020 Business Spotlight 43Illustration: Yann Bastard
acknowledge sth.
[Ek(nQlIdZ]
, etw. anerkennen
bereavement
[bi(ri:vmEnt]
, Verlust, Trauerfall
derived: be ~ from sth.
[di(raIvd]
, von etw. hergeleitet sein
due to [(dju: tu]
, aufgrund (von)
engage with sb.
[In(geIdZ wID]
, den Dialog mit jmdm.
suchen
flourish [(flVrIS]
, gedeihen; hier: gute
Ergebnisse erzielen
insight [(InsaIt]
, Erkenntnis
liability [)laIE(bIlEti]
, Belastung
perceive sth. [pE(si:v]
, etw. wahrnehmen
perception [pE(sepS&n]
, Wahrnehmung
pillar [(pIlE]
, Säule, Stütze
practitioner [prÄk(tIS&nE]
, Fachkraft;
hier: Führungskraft
score a point for sth.
[)skO:r E (pOInt fO:]
, sich einen Punkt für
etw. geben
unique [ju(ni:k]
, hier: spezifisch
vent one’s feelings
[)vent wVnz (fi:lINz]
, seine Gefühle frei äußernAnswers and feedback
The following are not scientifically validated answers but represent primarily the opinion of the author based
on his experience as an international leadership coach and trainer. Score one point for every correct answer,
giving a possible total of 36 points.- Defining leadership
A–3 It is extremely difficult to define universal quali-
ties of leadership that are relevant in all contexts.
What counts as “good” leadership depends very
much on the demands of a specific situation.
B–4 According to an article in the Harvard Business
Review in 2010 called “The Most Important
Leadership Competencies, According to Lead-
ers around the World”, a commitment to ethics
is rated by leaders today as the most important
competence.
C–1 Agile practitioners focus on a number of di-
mensions of practice, three of which are central:
speed, continuous improvement and customer
focus.
D–3 When it comes to international leadership, al-
though listening and authenticity are important,
the collaborative co-creation of the rules of en-
gagement, involving all members of a team, can
be seen as best practice. - The challenges of change
A–1 Although many leaders fail to communicate the
logic of important change initiatives, under-
standing the strategic drivers in terms of mar-
ket realities is nevertheless important for all em-
ployees. This can help to overcome resistance to
what might be seen as unnecessary change.
B–1 The classic stages of change — denial, anger,
bargaining, depression, acceptance — are de-
rived from a model based on bereavement. Al-
though questioned by many today, the frame-
work is a useful starting point for thinking about
how to engage people in new ways of working.
C–4 Empathetic listening is generally acknowledged
as being important when dealing with people
in denial about change. Rather than trying to
convince others, simply allow them to vent their
feelings.
D–2 The perceived value of consultants is very
mixed. For many, consultants make change more
problematic due to their use of models and ideas
unrelated to their client’s organization. Howev-
er, their external perspective can bring valuable
insights to organizations looking to escape their
own history.- Creating a healthy culture
A–3 Respectful and trusting relationships lie at the
heart of any healthy culture — be it of a team, a
department or an organization. Although busi-
ness professionals often neglect the value of
positive relationships, they are a central pillar
of culture.
B–4 Intercultural training is a common way for
leaders to attempt to develop a team culture.
However, this often leads to the presentation of
inaccurate stereotypes. Enabling teams to build
their own unique culture is more empowering
and can create a deeper commitment to act in a
constructive manner towards other colleagues.
C–3 Human behaviour derives from attitudes and
assumptions. If these are positive, then collabo-
rative behaviours will flourish and enable diver-
sity to become an advantage for the team, not a
liability.
D–4 Many professionals complain about leaders mi-
cromanaging their teams. In reality, this percep-
tion is often a misunderstanding of a leader’s
positive intention to support a team member. If
you feel micromanaged, challenge that percep-
tion, and engage with your leader to discover
the real motivation behind the behaviour.
An absent leader:
will the team still
function well?