How do I develop long-term thinking

Managers: “How do I develop long-term prospects? "

10.02.2021

Nadja Henrich

info (at) nadjahenrich.com

From Nadja Henrich

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B4B readers ask, our industry experts from the region answer: “A large customer, for whom we work as a supplier, demands from us long-term perspectives in management development. How can we do that? ”Our executive development expert Nadja Henrich, NH Consulting and Coaching, knows the answer.

Regardless of the expectations of your customer, I find a long-term perspective in the management development of your organization important, also in order to continue to be successful in the general war of talents.

What are your expectations and perspectives?

Since your customer has these expectations of you, I would ask him whether and what specific expectations he has and whether there is anything that is essential for him. However, your expectations and perspectives are much more important to me. With regard to your corporate strategy and direction, I would first deal with the following questions: “What expectations do you have of the manager of tomorrow? What qualities and skills does she need? ”Take enough time and write down your points.

Get the opinion of the executives

Then I would reflect: “What are we doing today, what is going well and where is the problem?” I would also ask your managers for these questions: “What is valuable from their point of view? How do you still need support? ”You should focus on the aspects of long-term and sustainability. It is therefore a matter of determining the current situation with regard to your current development measures and programs, based on your objectives and the expectations of the manager of tomorrow. One possibility would be for HR to organize a workshop in which the questions and points about the current situation are worked out and discussed.

Positive points in your leadership development

Based on these results, you have the positive points of your leadership development and the topics where there is currently a need for improvement. You could then get external input. External could be with other companies, with whom it is advisable to exchange ideas, or in specialist circles or through a consultant. I would consciously not only get an opinion, but rely on several impulses. Think generously in terms of possibilities and ideas and do not limit yourself too early, in the sense of "that does not suit us, that is not feasible."

Develop concept

In the next step, you could exchange ideas with a closer circle of managers. I recommend that you follow different paths of development in your future leadership development. So not “only” thinking about the classic seminars, but also looking at coaching, mentoring and evenings by the fireplace, for example, where you can work very individually and selectively.

When you have found your goals, topics and opportunities, then you should put it all into a concept. The concept has to be filled with life afterwards, which also includes the budget. The concept is one thing, but you will also need some sort of classification. Where do our individual managers stand? How do we rate them in terms of their leadership skills? That means that you also need a position determination here. Building on this, the development path for your managers becomes apparent. Who needs what

Use of HR Diagnostic Tools

You can also incorporate HR diagnostic tools into long-term management development, such as 360 degree feedback or a potential analysis. These instruments not only enable you to determine your current position well, they also encourage reflection and create a basis for targeted and effective further development. Another advantage is the possibility of evaluation, i.e. the participants run through this process again after 1.5 to 2 years, for example. You can now compare the first results with the second very clearly and assess what has specifically improved and what is still needed.

Management as a role model

I see an additional advantage in the regular reflection of leadership skills by you as HR or management. In all of this, the management should never exclude itself, but rather set a role model and be part of your new management development. Show your managers how you can develop in your organization in the long term - what the goals and expectations are in the respective positions, but also the possibilities for further development and promotion. Create perspectives for your managers, yourself as an employer and your customers.

Do you have any questions for Nadja Henrich, or would you like more in-depth advice? Then contact us directly now.

Share articleMore articles on the same topic Nadja Henrich, NH Consulting and Coaching 02/10/2021
B4B readers ask, our industry experts from the region answer: “A large customer, for whom we work as a supplier, demands from us long-term perspectives in management development. How can we do that? ”Our executive development expert Nadja Henrich, NH Consulting and Coaching, knows the answer.

Regardless of the expectations of your customer, I find a long-term perspective in the management development of your organization important, also in order to continue to be successful in the general war of talents.

What are your expectations and perspectives?

Since your customer has these expectations of you, I would ask him whether and what specific expectations he has and whether there is anything that is essential for him. Much more important to me, however, are your expectations and perspectives. With regard to your corporate strategy and direction, I would first deal with the following questions: “What are your expectations of the manager of tomorrow? What qualities and skills does she need? ”Take enough time and write down your points.

Get the opinion of the executives

Then I would reflect: “What are we doing today, what is going well and where is the problem?” I would also ask your managers for these questions: “What is valuable from their point of view? Where do you still need support? ”You should focus on the aspects of long-term and sustainability. It is therefore a matter of determining the current situation with regard to your current development measures and programs, based on your objectives and the expectations of the manager of tomorrow. One possibility would be for HR to organize a workshop in which the questions and points about the current situation are worked out and discussed.

Positive points in your leadership development

Based on these results, you have the positive points of your leadership development and the topics where there is currently a need for improvement. You could then get external input. External could be with other companies, with whom it is advisable to exchange ideas, or in specialist circles or through a consultant. I would consciously not only get an opinion, but rely on several impulses. Think generously in terms of possibilities and ideas and do not limit yourself too early, in the sense of "that does not suit us, that is not feasible."

Develop concept

In the next step, you could exchange ideas with a closer circle of managers. I recommend that you follow different paths of development in your future leadership development. So not “only” thinking about the classic seminars, but also looking at coaching, mentoring and evenings by the fireplace, where you can work very individually and selectively.

When you have found your goals, topics and opportunities, you should put the whole thing into a concept. The concept has to be filled with life afterwards, which also includes the budget. The concept is one thing, but you will also need some sort of classification. Where do our individual managers stand? How do we rate them in terms of their leadership skills? That means that you also need a position determination here. Building on this, the development path for your managers becomes apparent. Who needs what

Use of HR Diagnostic Tools

You can also incorporate HR diagnostic tools into long-term management development, such as 360 degree feedback or a potential analysis. These instruments not only enable you to determine your current position well, they also encourage reflection and create a basis for targeted and effective further development. Another advantage is the possibility of evaluation, i.e. the participants run through this process again after 1.5 to 2 years, for example. You can now compare the first results with the second very clearly and assess what has specifically improved and what is still needed.

Management as a role model

I see an additional advantage in the regular reflection of leadership skills by you as HR or management. In all of this, the management should never exclude itself, but rather set an example and be part of your new management development. Show your managers how you can develop in your organization in the long term - what the goals and expectations are in the respective positions, but also the possibilities for further development and promotion. In this way you create perspectives for your managers, yourself as an employer and your customers.

Do you have any questions for Nadja Henrich, or would you like more in-depth advice? Then contact us directly now.

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