{"id":3147,"date":"2019-10-13T18:53:17","date_gmt":"2019-10-13T18:53:17","guid":{"rendered":"https:\/\/tcjg.de\/?p=3147"},"modified":"2019-10-13T18:53:17","modified_gmt":"2019-10-13T18:53:17","slug":"shared-leadershift-rethink-leadership","status":"publish","type":"post","link":"https:\/\/tcjg.de\/en\/shared-leadershift-rethink-leadership\/","title":{"rendered":"Shared LeaderShift – Rethink Leadership"},"content":{"rendered":"

Reth<\/strong>ink leadership?<\/strong><\/span><\/h3>\n

Nowadays one often hears that leadership needs to be rethought. Why should we do that? Hasn’t been enough already thought about leadership, experimented enough, modelled enough? In the meantime, there is a multi-faceted multitude of new approaches to leadership, from Servant to Human, from Connected to Mindful Leadership. The idea of collegial leadership has become just as established as the understanding that hierarchical formats belong to an old world.<\/p>\n

And although there has been a high need for change for years, the new Gallup<\/a> study published this week makes it clear: we must<\/strong> rethink leadership. And radically new.<\/p>\n

Employee commitment remains at a low level<\/strong><\/span><\/h3>\n

The new Gallup Engagement Index is published regularly in September. This year, too, the exciting question is whether the trend of declining employee commitment was stopped in 2018 or whether it has continued its low point. Now there is confirmation: the trend is unbroken. Employee commitment remains below 20%. Obviously, all the approaches taken so far have not led to a turnaround. High fluctuation and listlessness, resistance to change or high illness rates. In many places, excessive demands and stress, lack of belonging and subjective meaningfulness of work. The worst thing, however, is leadership. The contribution of the “direct superior” to the declining commitment is enormous.<\/p>\n

Executives increasingly under pressure<\/strong><\/span><\/h3>\n

In fact, today we are dealing with a borderline overtaxing of individual managers, also as a result of VUCA<\/a> & Co. Megatrends such as digitalisation or new work, innovation, dynamism, sensory overload and complexity fuel the fear of making decisions. Innovations from the agile environment, such as Scrum<\/a>, OKR\u00b4s<\/a>, KANBAN<\/a> have further enriched the variety of possible methods. A person today must cope with many partly contradictory tasks (e.g. challenging and encouraging employees. If you like, a good and bad cop in one person.) Especially representatives of the new generation Y and Z<\/a>, who come to the job market with different values and a stronger desire for self-organisation, do not go along with it anymore. The pressure on the individual increases.<\/p>\n

Everything stays different?<\/strong><\/span><\/h3>\n

If one person does not make progress, an intelligent human seeks support from others; e.g. family, friends or colleagues. In sociology, this phenomenon is known as swarm intelligence<\/a>. What if we take advantage of that in leadership? Spread over several shoulders, the increasing demand for leaders is easier to bear. This is where the Shared LeaderShift\u00a9<\/sup><\/a> model by Barbara Wietasch and Eva-Maria Danzer comes in. In this approach, leadership responsibility is assumed jointly by a triumvirate. The triumvirate is composed of interdisciplinary members and acts collaboratively and at eye level. It can be found at all management levels. If there are management levels and even when self-organisation has taken its place.<\/p>\n

Shared LeaderShift – What\u00b4s new?<\/span><\/strong><\/h3>\n

Inspired by proven elements from agile work formats and considering the latest research from organizational development, such as the topic “purpose” or Simon Sinek’s “Golden Circle<\/a>“, this model goes a step further.
\nIt leverages organizational change through leadership empowerment.<\/p>\n

The meaning of \u201cShared\u201d has already been discussed: The responsibilities of Leadership are divided in the Shared LeaderShift\u00a9<\/sup><\/a> model.<\/p>\n

Shift means that this model basically enables leadership to be assumed by all people in the organisation. Since leadership is bound to roles and not to people, theoretically every employee can be entrusted with leadership responsibility. The personal motivation and corresponding competence presupposed. And another prerequisite must be fulfilled: the existence of a binding governance as a basis for shaping the leadership culture.<\/p>\n

Shared LeaderShift\u00a9<\/sup> can be used in existing, more hierarchical structures as well as in more self-organized organizations. The basic idea remains the same.<\/p>\n

The triumvirate under the magnifying glass<\/strong><\/span><\/h3>\n

So far, so good. Leadership is shared. What exactly is that supposed to look like? First, Shared Leadershift\u00a9 <\/sup>distinguishes three roles in the triumvirate mentioned above. These are: The Customer & Value Leader, the Team & Performance Leader and the People & Culture Leader.<\/p>\n

The Customer & Value Leader resembles an extended role of the Product Owner<\/a> from Scrum. He embodies the customer’s point of view, sets requirements and defines the metrics, resources and budget with the Team & Performance Leader.<\/p>\n

The Team & Performance Leader also comes from the Scrum-“family”. He is based on the role of the master<\/a> and at the same time acts as an agile coach<\/a> for the team. As a rule, he looks after 5-7 people per team, possibly even several teams. He is responsible for achieving goals, setting resources and ensure “time & quality” performance.<\/p>\n

The People & Culture Leader has no roots in Scrum. He is inspired by the “Servant Leadership<\/a>” theory. He looks after individual people on their development journeys as a mentor across teams. Personal coaching and individual growth are on his agenda.<\/p>\n

The model is expanded with a fourth role: The Purpose & Strategy Leader. The authors called it Triumvirat+ now. Designing the governance and corporate culture are the tasks of this role, which is not a single person but can be an interdisciplinary team.<\/p>\n

\nWhat is the added value for the organisation?<\/strong><\/span><\/h3>\n
    \n
  • The customer gets a permanent and central place in management. Equal to the voice of the team and the individual.<\/li>\n
  • By sharing responsibility, overloads are avoided. The individual receives more support and can better express his or her strengths as a result of various roles.<\/li>\n
  • Leadership is assumed by all together and in changing roles. This leads to a higher commitment of most people in the organisation.<\/li>\n
  • Principles of new work are not set from the outside but experienced in self-awareness and modelled together. Collaboration and self-organisation are reality.<\/li>\n
  • The transition from the “old” to the “new” world has a sustainable framework and an implicit structure.<\/strong><\/li>\n<\/ul>\n

    How to start?<\/strong><\/span><\/h3>\n

    The implementation can take various forms. Depending on how large the shift that the organization strives for may be, this model can alternatively be implemented as follows: as an appetizer in an experiment, as a small menu in the form of a learning organization or as a large gala dinner in a strategic redesign….<\/p>\n

    Appetite for more?<\/p>\n

    www.sharedleadershift.com<\/p>\n","protected":false},"excerpt":{"rendered":"

    Rethink leadership? Nowadays one often hears that leadership needs to be rethought. Why should we do that? Hasn’t been enough already thought about leadership, experimented enough, modelled enough? In the meantime, there is a multi-faceted multitude of new approaches to leadership, from Servant to Human, from Connected to Mindful Leadership. The idea of collegial leadership […]<\/p>\n","protected":false},"author":5,"featured_media":3134,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[72,74],"tags":[113,180,179],"class_list":["post-3147","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-en","category-leader-shift-en","tag-leadership-en","tag-new-work-en","tag-shared-leadershift"],"yoast_head":"\nShared LeaderShift - Rethink Leadership - The Company Journey Guides<\/title>\n<meta name=\"description\" content=\"Shared LeaderShift is an innovative design to create organizational change via a collobarative version of eadership, delivered by three people.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/tcjg.de\/en\/shared-leadershift-rethink-leadership\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Shared LeaderShift - 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