{"id":6865,"date":"2022-01-09T15:34:09","date_gmt":"2022-01-09T15:34:09","guid":{"rendered":"http:\/\/courses.emagine.dk\/?p=6865"},"modified":"2022-01-09T15:34:12","modified_gmt":"2022-01-09T15:34:12","slug":"transformationer-har-ikke-brug-for-en-staerk-mand-men-et-staerkt-lederteam","status":"publish","type":"post","link":"https:\/\/courses.emagine.dk\/transformationer-har-ikke-brug-for-en-staerk-mand-men-et-staerkt-lederteam\/","title":{"rendered":"Transformationer har ikke brug for en st\u00e6rk mand, men et st\u00e6rkt lederteam"},"content":{"rendered":"\n

Den lille iv\u00e6rks\u00e6ttervirksomhed kan komme ud over rampen med st\u00e6rke enkeltpersoner i spidsen. Men den store organisation har sv\u00e6rt ved at komme helskindet gennem en transformation<\/a>, hvis \u00e9n leder skal f\u00e5 det hele til at ske.<\/h4>\n\n\n\n

Transformationer skaber usikkerhed i enhver organisation. Noget s\u00e5 element\u00e6rt som at flytte pladser p\u00e5 kontoret kan skabe rystelser i medarbejdergruppen \u2013 hvad skal der ske med mig<\/em>? Bedre bliver det selvf\u00f8lgelig ikke, n\u00e5r der er tale om store strategiske rejser, programmer og projekter. Magtbalancer forskydes, dagsordner forrykkes, og der opst\u00e5r uvished om retningen.<\/p>\n\n\n\n

Det er her, den st\u00e6rke mand eller kvinde kommer ind i billedet. Management-b\u00f8gerne er fulde af historier om, hvordan den nye direkt\u00f8r eller leder er kommet ind i virksomheden og har lavet en \u201dturnaround\u201d p\u00e5 kort tid. Det er heltehistorier. Og vi elsker dem. Det er n\u00e6sten som et eventyr. Og selvf\u00f8lgelig findes der eksempler p\u00e5 kraftfulde solopr\u00e6stationer. Men i sidste ende g\u00f8r den enkelte leder det jo aldrig alene.<\/p>\n\n\n\n

<\/div>\n\n\n\n
Usikkerhed kr\u00e6ver tillid<\/h5>\n\n\n\n

Det er vores erfaring, at forandringer og den usikkerhed, de medf\u00f8rer, som oftest h\u00e5ndteres bedst som en team-indsats. Det kr\u00e6ver et velfungerende lederteam, der samarbejder om at forandre virksomheden og f\u00e5 folk med ombord undervejs.<\/p>\n\n\n\n

Det er sj\u00e6ldent vi h\u00f8rer historier om de ledere, der sammen fik virksomheden godt igennem krisen eller den strategiske oml\u00e6gning. Vi h\u00f8rer n\u00e6rmest aldrig om, hvordan de hjalp hinanden og arbejdede med at bevare tilliden til hinanden, da det blev rigtigt sv\u00e6rt.<\/p>\n\n\n\n

Det er der desv\u00e6rre ikke s\u00e5 mange managementb\u00f8ger, der n\u00f8rder med. Men vi er overbevist om, at det er en vigtig n\u00f8gle til succes.<\/p>\n\n\n\n

<\/div>\n\n\n\n
Transformation er sv\u00e6rt stof \u2013 tag det alvorligt<\/h5>\n\n\n\n

Alle, der har v\u00e6ret med til organisationsforandringer, fusioner, opk\u00f8b, implementering af nye kernesystemer eller andre gennemgribende \u00e6ndringer, ved, at det kr\u00e6ver mere end \u00e9n leder at komme helskindet igennem transformationen. I Peak hj\u00e6lper vi ofte organisationer med at gennemf\u00f8re s\u00e5danne store strategiske initiativer. Og i det arbejde m\u00f8der vi alle typer af ledergrupper.<\/p>\n\n\n\n

Vores erfaring er, at de st\u00e6rke ledergrupper, der hj\u00e6lper deres organisationer godt igennem transformationer, er kendetegnet ved:<\/p>\n\n\n\n

  • Fokus p\u00e5 hele organisationen og ikke kun sit eget omr\u00e5de. Lederne tilsides\u00e6tter egne territorielle interesser og bidrager gerne med viden, \u00f8konomi og medarbejdere for at komme godt igennem transformationen.<\/li>
  • Optaget af det langsigtede m\u00e5l og accept af, at det giver bump p\u00e5 vejen. De er i stand til at hj\u00e6lpe hinanden med b\u00e5de at opretholde troen p\u00e5 de \u00f8nskede resultater og at holde hovedet koldt, selv n\u00e5r b\u00f8vlet, frustrationerne og de negative gevinster viser sig.<\/li>
  • \u00c5bent mindset. Det lyder banalt \u2013 men det er ikke nemt: Den st\u00e6rke ledergruppe er interesseret i hinanden, deres medarbejdere og processen henimod m\u00e5let. De kan sp\u00f8rge ind, lytte, korrigere deres holdninger og handlinger \u2013 og giver sig selv og hinanden plads til at blive klogere. Sammen og hver for sig.<\/li>
  • Forst\u00e5else for at kun ved at bruge alles erfaringer og kompetencer lykkes de med at l\u00f8se de sammenflettede og uforudsigelige problemstillinger, der opst\u00e5r undervejs. De ved at det er en illusion at tro, at \u00e9n eller f\u00e5 ledere kan forudsige, h\u00e5ndtere og styre organisationens udvikling.<\/li><\/ul>\n\n\n\n

    Det er discipliner, der kr\u00e6ver modne ledere \u2013 og et fokuseret arbejde med s\u00e5rbarhed, \u00e5benhed og tryghed i gruppen. Alt det, der ikke umiddelbart rimer p\u00e5 den st\u00e6rke mand eller kvinde – men som f\u00e5r transformationer til at lykkes.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Den lille iv\u00e6rks\u00e6ttervirksomhed kan komme ud over rampen med st\u00e6rke enkeltpersoner i spidsen. Men den store organisation har sv\u00e6rt ved at komme helskindet gennem en transformation, hvis \u00e9n leder skal f\u00e5 det hele til at ske. Transformationer skaber usikkerhed i enhver organisation. Noget s\u00e5 element\u00e6rt som at flytte pladser p\u00e5 kontoret kan skabe rystelser i […]<\/p>\n","protected":false},"author":2,"featured_media":6394,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[37],"tags":[],"samlet-kategori":[184],"yoast_head":"\nTransformationer beh\u00f8ver ikke \u00e9n mand - Peak Consulting Group A\/S - COM<\/title>\n<meta name=\"description\" content=\"Den store organisation f\u00e5r sv\u00e6rt ved at komme helskindet gennem transformationer, hvis \u00e9n leder skal f\u00e5 det hele til at ske.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/courses.emagine.dk\/transformationer-har-ikke-brug-for-en-staerk-mand-men-et-staerkt-lederteam\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Transformationer beh\u00f8ver ikke \u00e9n mand - 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