How can strategic leadership be improved

Self-management in everyday professional life: With the 4 fields of action for successful leadership

Many managers suffer from the impression of being controlled by others. At least 70 to 80 percent of managers' time is planned by others or “stolen”.

There are a number of tasks that need to be done in the workplace. The modern workplace is still not a paperless office, but the manager has to process two written media in parallel - both paper and additional electronic information. There are still signature and case files and a flood of emails has to be viewed, understood, deleted, forwarded or answered.

There are also various inconsistent IT applications predefined workflowswho expect the manager to approve a large number of order processes, external assignments, system activation or personnel requirements. In addition, callers are expected to call back when they are absent. Much of it can be thanked mobile communication devices can also be done on the go, but the quality of communication suffers as a result of the limited functionality of the scaled-down devices and the divided attention of the user.

Meetings often do not take place in the workplace. Additional time is then lost for trips. These appointments are mainly controlled via invitations in the electronic calendar. Meetings need to be prepared, and the meetings result in new activities and decisions that need to be delegated and followed up. There are working days with up to 18 hours. Where is she? sovereignty to trade?

focus on the essentials

Due to this being driven, it becomes more and more difficult in everyday work priorities to keep an eye on. Leadership theories don't help either, whatever they are called: Authoritarian, Cooperative, Situational, Charismatic, Transformational, Emotional Leadership ... This is simply about strategic self-managementwhich is rarely found in training. The key to success is to focus on that Essential to concentrate and not to meet every expectation. Before every action there is a decision, do I do it or do I not do it? You may also ask yourself the following questions:

  • What if i don't do it?
  • What else do I do about it?
  • Do I really have to answer every email?
  • Do I really have to make every expected callback?
  • Do I really have to follow every meeting invitation?
  • What should I do much sooner?
  • What brings me closer to my own goals?

To keep the essentials in focus, the following is memorable Leading square A useful aid for four strategic fields of action.

The four strategic fields of action

For a manager are above all four strategic fields of action of particular importance and crucial for success:

This leadership square is a simple picture of the most important fields of action of a successful leader. A manager should memorize this image well. If these four fields of action are taken into account in everything, it brings you into the important tasks advance and secure Results.

The manager checks every concern that is brought up with this simple picture in front of the inner eye. Does it add any benefit to any of these four fields? In this way, the manager can concentrate on the essentials.

The leadership square is also an instrument not to neglect any of these four important areas of activity. It takes care of balanceif per unit of time - i.e. per day or per week - approximately the same number in each field activities attack.

1. Relationships

It's about relationships with suppliers, superiors, employees, colleagues, process partners, owners and customers. Leadership is based on Relationships and communication. Relationships are critical to trust, support and for indulgence for mistakes that happen in human organizations. Anything that improves relationships is another step towards success.

2. Processes & Tools

Processes and tools determine the required know-how and motivation of the employees, the flexibility, effectiveness and efficiency of the business unit, the quality of the results or products, the productivity and ultimately the return. Lean and flexible processes as well as tools that are dull Routine tasks redundant, improve the operating result and the competitiveness.

3. Resources

Resources are the parts or information supplied, the know-how and skills of the employees and, last but not least, the budget available. Resources determine the satisfaction of the employees, the processes and tools, the function and future of the business unit as well as the quality of the results and products. If resources can be improved, a positive effect not to be absent.

4. Results or products

Results or products are the result of performance and motivate managers, employees, superiors and owners. Results and products are decisive for customer satisfaction, for sales, turnover and profit, for positioning in the market and for competition. Everything that can help improve results or products and make them popular with customers ensures that Companies or the Business unit.

Implementation in everyday life

The four strategic fields of action in the management square help as an image in front of the inner eye in day-to-day management in order to quickly make decisions about what to focus on. With the four strategic fields of action you focus on the effectiveness, because it's primarily about who right things to do.

A manager should reject concerns that do not fit into any of these fields in order to bring added value there. Of course, that includes one short feedback to the one who had the concern, so that he understands which priorities the manager sets.

If the four fields are unequally “filled” by the tasks presented to the manager, it is clear which concerns must be given priority. In addition, it is high time that the manager himself initiated an activity in the field that was still empty aim to get closer. If you find it difficult to reject concerns at the beginning, you can come to support Coach to take. A coach helps with that "Say no to learn without having bad feelings.

The four strategic fields of action are a tool for the Day-to-day management. From time to time, a successful manager will also have long-term strategic considerations for both Market- and Competitive position as well as for Costs- and Capital structure of the company.

(Image: © Heinz Jörg Kolitsch)

After working in the chemical fiber industry and in reactor safety research, Heinz Jörg Kolitsch worked for over thirty years as a manager in development and in aftersales at BMW AG in Munich. After training as a strategy coach (Univ.) At the Center for Further Education and Knowledge Transfer at the University of Augsburg, he now works as a freelance coach and consultant.