Dr. Matthias Schramm

Leaders need 3 key communication actions. As I prepare for a major leadership retreat for a client this weekend, I'm reminded of the fact that leadership development is far from just leadership theories. The 3 communication actions are quite simple, but probably not easy to execute without pre-requisite skills of self-awareness, observation and emotional regulation. 1️⃣ To say what you mean. Speaking up clearly is easy with some training. But speaking your mind about something complex requires good self-awareness and awareness of others' intentions. It is the ability to size up the impact of your communication to different stakeholders. 2️⃣ What you say is received in the way you meant. Ambiguity in communication can lead to producing undesired actions. For instance, when I was in my Basic Military Training, "take your time" was construed as a sarcastic way of telling you to "hurry up". Fortunately, that has somewhat abated. Many leaders don't share what's weighing on their mind. Maybe it's because they think it is a waste of time. So they want to cut to the chase. I feel that enabling others to recognize the intent and rationale behind your thinking will help to others better adapt to your approach. If you are a fast thinker due to your experience and intellect, slow down, piece together your thoughts and share. Don't leave others second guessing. It will help others to speed up their collective efforts, and achieve desired organizational outcomes. 3️⃣ Help to shape conversation of others who don't yet know how to articulate what they really mean. You may have next tier leaders who are new or inexperienced. They may speak in a manner that does not do justice to their intent. As a developer of leaders, I've noticed that many good people are misunderstood simply because they don't take the steps to think about the audience they are speaking to. Sometimes, the audience listening in is unintended. Of course, thinking this way is an acquired skill. One needs the evergreen skill of holding space and drawing out that intent through the power of effective questions. What are other important actions that you feel leaders should adopt in organizations?

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How to #lead now... 16 experiences how to lead in change. Today #4: IT'S IN YOUR HEAD. ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: If I can take a penalty like Lewandowski or Modric did a few days ago, then I have two options. First of all, I'll say that I'm probably really nervous because everyone is watching. But at the same time, I've been chosen to take the shot. That means a certain expectation, appreciation, but of course huge pressure. Now it mainly happens in the head and you can see it like this: man, that's a huge goal, I can shoot from the bottom left, top right and so on. I see a huge opportunity or I see a problem because the guy is there, dancing around it, looking at me strangely, so I always see these barriers and the same applies to change. You focus on these opportunities or on the barriers. You can't ignore one or the other, but this basic attitude is important because it transfers to the team, to the thing itself and so on. So I always try to see it positively, with respect for the negative.

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How to #lead now...SELLING. 16 experiences how to lead in change. Today #13: HOW MUCH SELLING IS POSSIBLE AT YOUR COMPANY? ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: Then, when I have all that, I need sales. I still have to sell it. And that's often how it looks. Normally, if you imagine all that away and just keep the dimensions, then every company shows: we grow more or less from bottom left to top right. But in reality, when you talk to sales, it looks like a labyrinth. That means there is some kind of strategy. Then there is some kind of pricing strategy. Then there is product strategy, then there is territorial protection and this and that. That means that this sales person has to go through the labyrinth, ideally somehow to the top right. And as a manager, as a leader, I have to see how I can make his life easier. Because a good sales person actually has to do sales and not just look for a way to get back up to the right. And that's really important for me too: after I've spoken to customers, I have to talk to sales next. What do you see? How do you work? What bothers you? Because in the end, as they say, a company doesn't survive from the products it develops, but from selling them. And if the sales department can't do that, or can only do it 50% of the time, then that's obviously bad.

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How to #lead now... 16 experiences how to lead in change. Today #1: How does the new come into the world? ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit.

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How to #lead now... (english transcription) The first question for me was, how does something new come into the world? Everything is basically occupied, the brain is full, the hard drive is full, the calendar is full. How does something new come into the world? And for me it is basically this overlap. Why? Because there are people who say: hey, man, we could do that, we have aspirations, visions. We can fly to the moon. Like Elon Musk, he also has the craziest ideas. Children have the craziest ideas: where would my extra two eyes be if I had four eyes. The adults say: behind my head. The child says: here in my throat, because I could see my heart. So, it's really easy to go crazy. And there are people in every team who say: hey, man, why don't we do it like this and like that and like that.  Of course there are others who say: aha, data protection, legal issues. We've already done that. We don't need it and so on. And the new thing for me arises exactly in the middle, from this AND. And as a manager I of course sometimes have to make a decision and not make everyone happy, but the more overlap, the more sustainable the new thing will be. And that is practically my experience number one.

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The change curve - an oldie but an alltime goldie 💡 I would like to stress and add to the following two aspects: - Recognize emotions and create a space for expression. Often this step is left out in transformation and change efforts. While the top leadership team is already a zillion miles ahead, concerns and needs of everyone affected is not given a voice. It is crucial to take some time to spill it all out, complain and whine. It is an important step before people turn to new things. And as change facilitators and organizational designers at the same time a well of insights that can be then turned into opportunity areas and then into concrete ideas to move forward (#designthinking in change) - Sustained support: If we follow an evidence based and iterative approach we manage to not only offer support but activate the organization to collectively shape and improve the new status quo (#agilethinking in change) #changemanagement #transformation #organizationaldevelopment #changecurve

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Summer, sun and ... surfing the wave of challenges: A balancing act for leaders Current topic and #insights from my executive #coaching last week. As a manager, you are often faced with the challenge of finding a balance and meeting the many demands. But the truth is: You can't do everything perfectly. Here are some practical steps to master this balance and still be #successful: 1. recognise your limitations: Accept that you can't do it all. Constantly reminding yourself of your own finiteness is essential.    2. respectfully acknowledge: Appreciate your limits and recognise them without discouraging yourself. 3. think outside the box: Always look for opportunities to expand your comfort zone and develop new skills. 4. show humility: Acknowledge your limitations with a certain amount of humility. This shows strength and humanity. 5. give your best: Make an intensive effort to give your best, even if it is perhaps never quite enough. It is this commitment that makes you human. Remember that the path to balance is an ongoing process that requires self-reflection and adjustment. By following these steps, you will not only be better able to deal with challenges, but also act as a role model for your team. 🌟 Do your best and accept your humanity - that's the key to authentic #leadership ! You can do it! 🚀 #empoweringexecutives

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As Pride month continues, it’s a great time to ask ourselves if our leadership is inclusive.⁠ ⁠ What does inclusive leadership entail? Korn Ferry asked talent management, HR, and diversity and inclusion experts to identify key ways inclusive leaders unlock individual potential. Almost all respondents agreed that inclusive leaders:⁠ ⁠ 🔸Enable individuals to feel free to bring their authentic selves to work.⁠ ⁠ 🔸Provide individuals with a sense of empowerment to take risks.⁠ ⁠ 🔸Reassure individuals that there is equity and fairness and that they will be challenged with job stretch opportunities.⁠ ⁠ Inclusive leadership does more than make individual employees feel good. It also:⁠ ⁠ 🔹Drives innovation and growth.⁠ ⁠ 🔹Improves decision-making.⁠ ⁠ 🔹Unlocks collective intelligence.⁠ ⁠ So where do we start? I’ve assembled 5 actionable tips for leaders who want to practice inclusivity. Check them out!⁠ ⁠ For more advice on how to lead engaged teams, subscribe to my newsletter Words at Work! 🔔⁠ ⁠ #pride #pridemonth #inclusiveleadership #inclusiveworkplace #workplacediversity #inclusivity #inclusivityatwork #inclusive #workplace #productivity #innovation #equal #equality #workplaceequality #employeesuccess #employeeengagement

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My latest article on Leadership has been published: The Leadership Triad. A Relational Model. First 50 clicks on the link can access the article for free: https://lnkd.in/eCYBANCx At In Stability, we successfully work with this model since a number of years now. The article also illustrates practical examples working with it. Enjoy reading.

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Yesterday, I attended the insightful webinar "The 3 A's of Coaching: Adjectives, Adverbs, and Absolutes". It was a powerful reminder of the idea that "words create worlds" (not my words, but Daniel Olexa, MCC, CIHt's) and how, as coaches, we can reach new levels of awareness by focusing on and exploring how clients qualify their reality and goals. One key takeaway for me was the immense power that words have. By paying attention to the qualifiers our clients use, we can open doors to deeper exploration. It struck me how sometimes clients can feel blocked when directly asked about their goals or issues. However, by probing into the why and what for behind the adjectives, adverbs, and absolutes they use, we can bypass their defenses and help them access insights they might not have reached otherwise. This webinar resonated with me not only as a coach but also as a translator. The power of words has always fascinated me, and this session reinforced how crucial language is in our work! A big thank you to Daniel Olexa, MCC, CIHt, Heike Aiello and ICF Germany Charter Chapter e.V. for organizing and delivering such a valuable session. It was truly enlightening and it felt very short! (Now I am going to count how many qualifiers I have just used 😂 )

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The secret to organizational change? Start with the human in the mirror. In the exciting world of innovation and entrepreneurship, we often want to drive organizational change. Yet, even the most profound business transformations begin with a simple step: introspection 🔄 With SwissLEAP , I am helping our clients navigate challenges of corporate innovation, intrapreneurship, and impactful entrepreneurship. Here are some essential ingredients: 💡Start with Self-reflection: before pushing for change, look inward. Understanding your motivations and biases is crucial. It is the foundation for genuine transformation. To lead others, you need to lead yourself first, and be the change you seek. 💡Empathize and Engage: evolution doesn't happen in isolation. Engaging with team members, partners and stakeholders, understanding their perspectives, and empathizing with their challenges are key to fostering a collaborative environment. 💡Build, Measure, Learn: this lean startup mantra guides me. By focusing on rapid experimentation, measuring outcomes, and learning from each step, you can adapt and evolve with focus and flexibility - as a person, as much as a team or organization. 💡Measure What Matters: integrating/adding innovation metrics to traditional KPIs is a game-changer. It isn't just about revenue or customer numbers - you lack both in the early stages of an innovation - it is about learning velocity, increasing effectiveness of experiments and evidence of sustainable value creation. 💡Create Psychological Safety: for innovation to thrive, creating an environment where everyone feels safe to share ideas, take risks and learn from failure, is essential. This starts at the top. These principles are about cultivating a learning-enabled culture of innovation and intrapreneurship within organizations. That journey is as much about oneself as about the organization. What's your take on driving organizational change? Have you found introspection and leading by example to be effective? #InnovationLeadership #PersonalDevelopment #OrganizationalChange #LeanStartup

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Generally speaking, you can expect your younger employees to challenge strict hierarchical leadership structures, turning conventional career systems topsy-turvy.

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I had the chance to interview Daniel Goleman during our Leadership Development Community of Practice event. Daniel talked about his new book "Optimal" and how to best design and deliver an emotional intelligence (EQ) training program. He pointed to five key ingredients: 1/ Highly motivated participants. Participant motivation is something leadership development should shape and influence. He uses an example of a program that employed email nudges to increase and extend engagement. Short, concise nudges triggered PRACTICE. 2/ 10+ hours of training, spaced out over time, with periodic booster sessions. Spreading training hours over longer periods of time helps make learning stick. Five 2-hour sessions is more effective than one 10-hour session. 3/ Ongoing practice and reinforcement. EQ is a behavioral skill (like golf). So, PRACTICE is the key to mastery. The more you get your participants to practice high EQ behaviors, the more likely it is that they’ll apply the EQ framework one, three, and even ten years later. 4/ Social support. For executives and high-level leaders, Daniel recommends 1-on-1 coaching. As you scale, he recommends cohort-based training (i.e., group coaching). Regular coaching is also a great way to space training hours out over time (see bullet 2). 5/ Active support from key organizational leaders. The last ingredient is active engagement, support, and modeling by senior leaders. Win their buy-in early and involve them aggressively! *** You don’t need all five ingredients to build a successful training program. But the more you have, the better your odds will be. To get started, pick just one and really lean into it. #leadershipdevelopment P.S. these ingredients can pretty easily be applied to any training program, not just EQ.

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To what degree do you lead by example? 🤔 This is the eleventh post in the Series "What Leaders Need to Know about Successful Change" and it is about congruence. I will also be sharing these tips through yeah change GmbH, so follow there to not miss any. The gist of this one is: Lead by example by making what you say, what you do and how you evaluate others the same thing! ❓ Do you have experience with leaders who do not walk their talk? How does it affect you? 👉 Please leave me a comment. I'm curious. — 🙋🏻‍♂️ Hi, I’m Daniel and I want to make leaders of change more successful. I’m happy to have a quick chat to help you get going or resolve a struggle. Send me a message if you’re interested. #change #changemanagement #organizationaldevelopment #transformation #yeahchange

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Jan  Wilke, Managing Director of BIT, emphasizes the need for adaptable leadership in the VUCA (Volatility, Uncertainty, Complexity, Ambiguity) environment. He advocates treating people with dignity and respect, acting as a coach, sparring partner, equal moderator, and enabler. This approach provides guidance while allowing personal growth and maintaining transparency. Wilke advises future leaders to stay curious and never stop learning. Read Full Magazine https://lnkd.in/dUyVzG3n #BizTips #business #BusinessOwner #entrepreneurs #marketing #SmallBiz #StartUps #magazines #covermagazine #businessmagazine #onlinemagazine #magazinecover #magazine #janwilke #BITGROUP

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Models can be useful, not only on the catwalk. If you want to see 52 models strutting their stuff, make sure to take a look at my new book, Meyer's Management Models, available starting today at all the regular outlets. At the moment, it's only available in the translated Dutch version, but the original English language version will be out soon. #managementmodels #meyersmanagementmodels #managementbook #managementboek #strategicleadership https://lnkd.in/eZ5fnT7p

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📣 Why to think about cultural differences? 📣 How do cultural differences enrich our lives? 📍 Why to ask questions and learn what colleagues from different cultures think? 📍 Why do great leaders take Intercultural Leadership Trainings and support their teams with Intercultural Communication Workshops? Don't take for granted you have understood what your colleagues mean. We always miss something as we use our own cultures and biases to interprete. #automotive #sales #projectmanagement #marketing

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Digitization and digitalization are constantly mixed up. Even the spelling corrector at LinkedIn doesn't recognize the difference, as it tells me that "digitalization" is spelled wrong. But the two are fundamentally different things. Digitization is the technical step of changing analogue information into digital information - using zeros and ones to code the information. Digitalization is the organizational step of changing manual processes into digital processes - using IT software and hardware to transform processes. If we don't even get our terminology clear, then clear thinking becomes very difficult. So, let's start differentiating these two very different changes. #strategicleadership #organizationalleadership #digitalization #digitalstrategy #digitization

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“When the person in charge is competent, we all benefit.” This interview with Dr Tomas Chamorro-Premuzic is well worth a listen. In it, he discusses his research into what gets people into leadership roles and what makes them effective or not when they get there. The main conclusion? “We saw that we didn’t select leaders on the basis of talent, merit, or potential.” He discusses a problem that I have referred to as ‘Hidden Leaders’ - that qualities including empathy, self-awareness, integrity and humility ultimately make people better leaders, but also make them less likely to be selected as leaders to begin with. As he puts it: ”If you succeed at playing within the current rules of the game, you’re going to get further, but then you’re going to make things worse. And if you don’t, you might never be selected. ” The world is changing. Business is changing. The way we select leaders must change too.

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