Was für Leader sind Churchill und Warren Buffet?

Liebe Leserinnen und Leser

Heute stelle ich Ihnen ein weiteres Tagesmodul unserer Event-Reihe “Speed. Action: Results!” (SAR) vor zum Thema Leadership: Interconnected Leadership. Die Vorstellung nämlich, dass grosse Namen wie Churchill oder Warren Buffet alle Entscheidungen alleine fällten, gehört in den Bereich der Legenden.

Der Name der Event-Reihe bedeutet übrigens, dass wir alle wenig Zeit haben neben dem Tagesgeschäft. Also wollen wir soviel wie möglich von einem Workshop profitireren. Ein Tag. Maximaler Inhalt. Gutes Networking.

Ihr
Peter Lorange

Bildschirmfoto 2014-03-14 um 09.49.29Worum geht es?

Die Art zu führen im 21. Jahrhundert ist im Umbruch. Vorbei die Zeiten, als ein ‘Solitär’ Entscheidungen fällte. Weltweit erkennt man die Notwendigkeit, unsere Führungsparadigmen zu überdenken und erfolgreiche Lösungen zu finden, wie wir wirtschaftliche, gesellschaftliche und umweltpolitische Fragen lösen sollen.

Bildschirmfoto 2014-03-14 um 09.49.43

Eines der Schlüsselprinzipien heisst ‘vernetzt Führen’. Die Vernetzung bezieht sich auf über Generationen gewachsene Erkenntnisse verbunden mit den neusten Einsichten der Wissenschaft. In unserer Welt ist alles vernetzt, jeder und jedes ist vernetzt; das ist eines der fundamentalen Prinzipien der Natur.

Referenten & Partner

Die Referenten Carsten Sudhoff (Frankfurt) und Nicolas Janni (London) sind der Überzeugung, dass nur die Besinnung auf die Erfahrungen dieser globalen Vernetzung Gesellschaften, Firmen, Organisationen zu stabilen Einheiten und für die Menschheit zu einer lebenswerte Zukunft führen wird.

Bildschirmfoto 2014-03-14 um 09.51.51

Dieser Workshop wird in Zusammenarbeit mit der Circular Society durchgeführt und findet auf Englisch statt.

PROGRAMM FLYER HERUNTERLADEN

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Why am I excited about the first quarter?

Dear reader

After a two week holiday break I am back to business. We are facing exciting weeks until the first day of spring.

Open Day

On January 16 we open our doors for all people interested. So, if you like to meet us in a relaxed atmosphere, come over and join us for the open day.

Finance

January 21 is the beginning of our 10-day finance module. You can book this seminar without being a student. ECTS points will be credited and the fees reimbursed in case you start our Executive MBA program.
One of our speakers is Nilanjan Sen. He is associate professor of the Division of Banking and Finance at the Nanyang Business School in Singapore. His primary research focus is on Corporate Governance, Control Issues and International Finance.

Shipping and Leadership

February 11/12 and Feb 18/19 are each two days for short and intensive seminars.
The first is the “Innovation in Shipping” seminar, the second is about leadership and called “Leading with Impact“, taught by Mario Castagnetta, founder and director of Synchronicity SA, an international Human Resources Consulting company based in Geneva and Paul Vanderbroeck whom we recently interviewed.

Social Media

On March 11 and 12, Dr. Peter Otto is the instructor of the 2-day-module on social media. He commented events at Hewlett Packard in this blog.

6th Zurich Business Forum

Height of the season is certainly our 6th Zurich Business Forum, taking place on March 15 and 16. It has a focus on business ethics and sustainability. Keynote speaker are (amongst many others) Claude Hauser, former chairman of the board Migros, Dr Gerhard Prätorius from Volkswagen Group and Joachim Strähle, CEO of Bank Sarasin & Co. Ltd.

I guess you can understand why I am excited about the weeks ahead of us. I hope you’re delighted as well and I am looking forward to seeing you soon.

Yours,
Peter Lorange

Bildschirmfoto 2013-01-08 um 16.38.38

Was, wenn ein CEO die Firma wie Cleopatra führt? Interview mit P. Vanderbroeck

Please click for the English version (pdf)

Liebe Leserin, lieber Leser

Wann zeigt Führung Wirkung? Sollten Sie in einer Führungsposition sein, ist ihre Führung wirksam, ist sie nachhaltig?

Die Führung einer Organisation ist etwas sehr Komplexes. Wie man am wirksamsten führt, erklärt der Executive Coach und Führungskräfte Entwickler Paul Vanderbroeck am

18.02.2013 – 19.02.2013 im Seminar „Leading with Impact“.

Paul Vanderbroeckpvdb consultingPaul arbeitet vornehmlich mit Teams und Organisationen, um deren Zusammenarbeit und Effizienzu zu steigern. Sein Spezialgebiet liegt im effizienten Zusammenspiel von Führungskräften und den Organisationen. Oder anders ausgedrückt: Er unterstützt die Führungskräfte dabei, geplante Resultate zu erreichen.

Sein Coaching ist ausgerichtet auf Karriereübergänge, interkulturelle Integration, Frauen in Kaderpositionen, Performance und Change Management.

Paul verfügt über Praxiserfahrung aus diversen HR Funktionen u.a. bei Royal/Dutch Shell, General Motors und  Georg Fisher.

Mehr über Paul erfahren? Ein Klick aufs Bild.

Sie sind nicht nur ein erfahrener Coach, sondern auch Historiker und Buchautor. Zurzeit arbeiten Sie an einem Buch “Women leaders in history”. Spontan kommen mir nicht sehr viele in den Sinn: Elizabeth I., Katharina von Medici und Queen Victoria. Habe ich eine vergessen?

Ich forsche über Kleopatra, Elizabeth I. (ein Punkt für Sie), Isabella von Spanien und Katharina die Grosse. Ausgesucht habe ich Regentinnen, die einem modernen CEO am nächsten kommen.

Cleopatra Kleopatra Ägypten
Deshalb habe ich Frauen gewählt, die echte Macht inne hatten (Queen Victoria gehört nicht dazu) und ihre Aufgaben alleine bewältigen mussten; also nicht solche, die durch mehr oder minder zufällige Umstände auf den Thron gehievt wurden, weil der Ehemann starb oder weil sie einen noch minderjährigen Sohn vertreten mussten (wie Katharina von Medici).

Wenn wir schon dabei sind: wo liegt der markanteste Unterschied zwischen Philipp von Spanien und  seiner am Ende triumphierenden Gegenspielerin, Elizabeth I., Königin von England?

Philipp war ein absolutistischer Monarch und regierte quasi im Alleingang. Elizabeth hingegen umgab sich mit einem Stab aus fähigen Beratern. Heute würde man von einem Management Team sprechen.

Das bringt uns in die Gegenwart und von der Politik zur Wirtschaft. Wie steht es denn mit den Unterschieden zwischen einem Direktor aus den 50ern und einem CEO der Gegenwart?

Da sehe ich zwei Hauptunterschiede. Einer hängt mit der viel grösseren Komplexität der heutigen Geschäftswelt und dem intensivierten Informationsfluss zusammen.

Der zweite Unterschied liegt im Personalmanagement. In einer Unternehmung haben Sie es heute mit besser ausgebildeten Leuten zu tun, die viel mehr Einfluss und Befugnisse haben. Solche Mitarbeiter müssen sie ganz anders führen, damit sie zu Höchstform auflaufen.

Sie sind ja vornehmlich als Coach in der Führungsentwicklung tätig. Welche Gründe sprechen für eine durch Coaches begleitete Entwicklung und wo erleben Sie den dringendsten Handelsbedarf?

Für das Coaching spricht die erhöhte Komplexität des gesamten Umfelds und das Tempo der Veränderungen. Führungskräfte müssen heute darauf vorbereitet sein, jederzeit auf neue Situationen zu reagieren. Hinzu kommt, dass Organisationen und Organisationsformen sich schneller verändern und dabei Führungskräfte schneller kommen und gehen – im Schnitt alle zwei Jahre.

Kompass Steuer Führung

Früher blieben sie länger und konnten eine stärkere Beziehung zur Organisation mit allen Leuten aufbauen und dadurch auch Wissen und Fähigkeiten besser und nachhaltiger transferieren. Heute muss diese Entwicklung anderswo hergeholt werden, zum Beispiel durch einen Coach.

Von Ferne betrachtet scheint es bisweilen, Führungskräfte seien nicht Teil der Organisation, die sie führen. Wie funktioniert die Interaktion zwischen Führungskraft und Organisation?

Fähige Führungskräfte verfügen über diagnostische Methoden mit denen sie Situationen schnell analysieren. Dazu gehören Soft-Skills wie die, was Menschen, mit denen sie täglich zusammenarbeiten, denken, fühlen und was sie motiviert. Darauf passen Führungskräfte ihr Verhalten entsprechend an, um die gewünschten Ergebnisse aus dieser Interaktion zu ziehen.

Wie genau arbeiten sie mit Führungskräften zusammen?

Ich glaube an den Wert einer soliden Diagnose. Dafür setze ich verschiedene Instrumente ein: Beobachtung, Persönlichkeitstest, 360 Grad Evaluationen (psychologisches Verfahren zur Beurteilung der Führungskräfte). Diese Analysen befähigen mich zusammen mit der Führungskraft herauszufinden, was wirklich um sie herum los ist und auch tieferliegende Sachverhalte zu erkennen.

Auf dieser Diagnose bauen wir auf und definieren zusammen klare Ziele für die Entwicklung. Daraufhin begleite und unterstütze ich den Manager durch Gespräche und Beratungen, damit die Ziele erreicht werden. In diesem Verlauf analysieren wir die Fortschritte und passen die Führung an.

Es gibt nun diese Unterscheidung in transaktionale und transformationale Führung. In den Augen kritischer Zeitgenossen hat die transaktionale Führung ein negatives Image, während die transformationale als nachhaltig und positiv gesehen wird. Teilen Sie diese Einschätzung?

Es braucht beides. Mit transformationaler Führung erreicht man tatsächlich einen nachhaltigen Effekt. Allerdings werden Sie nie dorthin kommen ohne die transaktionale Führung, bei der sie klare Ziele formulieren und die zwischenzeitlich erreichten Resultate entsprechend kommentieren.

Zum Schluss: der Kurs, den Sie am Lorange Institute of Business unterrichten, heisst, “Leading with Impact”. Geben Sie uns bitte ein klassisches Beispiel einer hochwirksamen Führung.

Ich arbeitete einmal mit einem CEO zusammen, der eine neue Vision und Unternehmensstrategie einführen sollte.

Wir diskutierten Wege und Lösungen, wie sich die Belegschaft hinter die neue Strategie stellen würde und kamen zum Schluss, dass sich ein grosser, inspirierender Kick-Off-Event am besten dafür eigenen könnte. Nun war aber der CEO nicht besonders charismatisch und auf Podien vor vielen Leuten fühlte er sich nicht besonders wohl.

Also entwickelten wir einen anderen Weg. Wir organisierten mehrere Anlässe mit je rund hundert Teilnehmern. Nach einer kurzen Einführung auf dem Podium vor dem versammelten Plenum sollten die Teilnehmer an ihren Tischen die neue Unternehmensvision diskutieren. Der CEO ging von Tisch zu Tisch und nahm an den Gesprächen teil.

Das passte einerseits viel besser zum persönlichen Stil des CEO. Andererseits konnte er auf diese Art sich auch viel näher mit den Angestellten austauschen. Das Ergebnis: eine hochmotivierte Belegschaft, die sich hinter die neue Unternehmensstrategie stellte.

Von Armin Meier zu Werner Augsburger: die Referenten an unserer Tagung

Dear reader

2 weeks ago we organized a

One day seminars  on leadership pressures, stress and burn-out (May 31, german: Gesunder Umgang mit Leistungsdruck, Stress und Wettbewerb)

This highly successful one day Speed, Action: Results workshop featured 7 expert speakers. We published a few pictures  on our Facebook pinboard.

The seven speakers, whom I would like to thank again for their lectures, covered the following:

Armin Meier, speaker at the Business School Lorange Institute of BusinessArmin Meier – Managing Director Boyden Global Executive Search, Zurich, covered the major tasks of the executive search function. He stressed, among other things, the importance of fit between a prospective candidate’s priorities and the culture of a given corporation.

 

Alex Antonitsch, speaker at the Business School Lorange Institute of BusinessAlexander Antonitsch – Owner Institut of Leistungsmanagement (ILM), stressed methods / tools to measure impacts of stress on humans, e.g. heart rates, skin density, etc. Much of this was pioneered in the fields of sports, above all tennis.

 

Matthias Burisch, speaker at the Business School Lorange Institute of BusinessProf. Dr. Matthias Burisch – Owner of the Burnout Institut of Northern Germany, outlined several ways to detect burnout, and also gave several examples of this – one focusing on an individual’s feeling of too high and uncontrollable work-load, another on too heavy focus on superior performance, a third on extreme loneliness, and so on.

Werner Augsburger, speaker at the Business School Lorange Institute of BusinessWerner Augsburger – Head of Swiss Volley with a 10 years Olympic experience, focused on the role of potential stress among athletes in sports, perhaps being particular associated with the need to perform at extremely high expected levels. The role of team affiliation was emphasized as a key ameliorating factor.

Ronnie Bachofner, speaker at the Business School the Lorange Institute of BusinessDr. med. Ronnie Bachofner – Owner of the FMH Clinic, focused on several of the key symptoms in our bodies, and how stress could lead to lack of proper functioning of these – sleep being a key example.

 

Beat Kunz, speaker at the Business School the Lorange Institute of BusinessBeat Kunz – Head of HR and member of the Management Board at ABB Turbo Systems AG, outlined the so-called SWING approach to detecting and managing stress at ABB Turbo Systems AG. The “early warning” benefits from this approach seem particularly helpful. Secondary benefits, such as development of a more participative style in workshops were also highlighted.

Matthias Mölleney speaker at the Business School the Lorange Institute of BusinessMatthias Mölleney – President of ZGP, highlighted recent shifts in workforce attitudes, of key importance for how organizations of the future might look – less hierarchy, less bureaucracy, closer to the customer.

 

General: The Lorange Institute of Business Zurich is focusing on what make today’s executives more effective and how corporations are reorganizing themselves to cope with added turbulence and new realities. More on this was discussed at our workshop on Organizational Design on June 14 and 15, conducted by Professor Svein Andersen.

Yours,
Peter Lorange

New leadership profiles for deans

Dear reader

I have always been convinced that anything but innovative projects and products will succumb. For this reason I was very aware of the fact that – as a contemporary business school – I would not get away with any dean, but only a dean with both an academic background and (for instance) strategic skills.

The Korn/Ferry Institute

The authors Ken Kring and Stuart Kaplan of the Korn/Ferry Institute*) focus in their paper “The business school dean redefined” new leadership requirements and how these requirements have a strong influence on business schools.

“Business school deans who will thrive in the coming years will have a different leadership profile from their predecessor.”

In their analysis they concur that the business school deans who will thrive in the coming years will have a different leadership profile from their predecessors, one that emphasizes strategic skills, enterprise management, innovation, and people and relationship effectiveness. All these will be required to forge ahead in business education in the organizationally flat world of academia, and during a time of flat enrollment.

Business schools, the authors write, must innovate, refocus, and restructure, or risk falling behind their academic competitors. Just like private enterprise, business schools are undergoing a fundamental transformation in response to changing student “buyer” values, the Internet, globalization, shifting demographics, and unprecedented economic pressures.

As a result, business schools are hungry for alternatives to the traditional dean candidates, who historically possessed deep backgrounds in core areas such as finance or economics and undertook a more straightforward mandate.

“The idea that future problems can be creatively and wisely solved within silos is so wrong.”

According to their research a new leadership profile for business deans has emerged, one that emphasizes:

Strategic skills
Enterprise management
Innovation
People and relationship effectiveness

Sally Blount, the dean of Northwestern University’s Kellogg School of Management draws the conclusion that “the problems of the future are so difficult and so complex that the idea of solving these problems creatively and wisely within silos is so wrong.”

We at the Lorange Institute of Business have renounced on silos right at the start. We did it for the good of good of education of our students.

Kind regards,
Peter Lorange

P.S. Download the study by clicking on the banner!

Studie von Korn/Ferry Institute: Wie muss der Rektor der Zukunf aussehen?
*) The Korn/Ferry Institute generates forward-thinking research and viewpoints that illuminate how talent advances business strategy. Since its founding in 2008, the Institute has published scores of articles, studies and books that explore global best practices in organizational leadership and human capital development.

Leadership for Motivation

Dear reader
just a picture I’d like to share with you from a workshop during the 2-day-module (part of the Executive MBA and all Executive Master of Science programs) called “Leadership for Motivation”.

As I tend to say: Leaders are born. They are not made. Nevertheless, even true leaders can progress. For success has never prevented leaders to become better.
We train future leaders and prepare them for the tasks of the future. We, that means: our faculty member Hermann Fischer.

Hermann is a Business Psychologist based in Geneva and currently Managing Partner of BPI. He specializes in leadership development and change management within multinational organizations, focusing on individual and teams. And, finally, he is teaching our leadership module.

 

 
Kind regards,
Peter Lorange

Felt and Fat: The new leadership principles by Joseph Beuys

Dear reader

yesterday I introduced our faculty member Joerg Reckhenrich who is both an artist and a consultant. Further to this he is adjunct professor at the Antwerp Management School and one of his main interests is the borderline between art and management.

Together with Dr. Martin Kaupp from the European School of Management and Technology (ESMT), Berlin, he wrote an article on the most hidden resource in leadership: creativity.

Fat, one of Beuys’ favourite materials

They explore the borderline of creativity and leadership along the vita and the works of the legendary German artist Jospeh Beuys, confirming their statement that creativity is not a technique but an attitude.

Download the article as PDF by simply clicking the thumbnail below

Yours,
Peter Lorange

P.S. The next occasion where you can meet Joerg Reckhenrich is in January during our one-day event series “Speed, Action: Results!”. The event will take place in the Kunsthaus Zurich. He will then do a museum exercise as part of his leadership seminar.

 

The Leader is Key!

Dear reader

Leader rhymes with reader, and key to these articles are you as reader. Nevertheless, when it comes to entrepreneurial decisions, strong leadership is key. Leadership implies a focus on strategy, and strategy always implies that you must make a choice.

I had the great opportunity to talk about these strategic aspects with Raymond Fisch, Senior Vice President of  BBC Chartering & Logistic.

I invite you to read the article: Download it by clicking on the cover and share it with your friends.

Click the image to read

“(…) The leader is key! No question that a strong, insightful most charismatic leader also have significant ownership positions. The leadership tasks are however very different when we are contrasting market cycles driven strategies and niche shipping strategies. (…)” (from: Interview with Excellence)

My new book

Some of you might know that I write a book from time to time.

This time I have pondered the difficulties in turbulent times. Thus the title:

“Leading in turbulent times”

Synopsis

Where better to learn about leadership in turbulent times than from someone who has been at the coalface for several decades, through good times and bad? For much of his business life, Peter Lorange has had three careers running in parallel – as a business academic leading some of the most important business schools in the world, as the head of a shipping company and as a Board member for several multinational companies.

As a result, he has seen leadership from all angles, inside and out. In this book, Peter shares what he has learnt about leadership during turbulent times and, in particular, the key insights that emerged from some of the most challenging moments in his career. Drawing on his own experiences and those of other CEOs interviewed especially for this book, Peter identifies the four leadership characteristics essential in turbulent times, and the three leadership tasks that are critical to an organization under stress. He identifies the type of organization that leaders must create in order to meet the challenges they face today, and explores what it means to be the person sitting where the buck stops. Peter describes how he is bucking the trend and reinventing the business school model at a time when many organizations are keeping their heads down and hoping for the global situation to improve. How many other business writers can say they are truly ‘walking the talk’?

A new model for management education

This is an article from earlier this year. Nevertheless I would like to share it with you.

Yours, Peter Lorange

Business schools need to rethink many concepts they hold dear –including academic departments, tenure and the full-time MBA

Several prominent voices have criticized business schools and the traditional full-time MBA. They argue that the classical business school curriculum helped develop business leaders who contributed to today’s global economic crisis. Quite frankly, I believe there are several good reasons that their criticism, at least in part, is valid.

First, most business schools teach linear thinking: too often, students learn to make decisions in an “either/or” or “positive/negative” fashion. They often don’t work actively with constant up-down, in-out, long-short movements of business cycles. They don’t learn to recognize critical turning points or understand the factors that make the difference between success and failure.

Those students then become real-world leaders, whose lack of understanding can lead to decisions and strategies that make the peaks and valleys of business cycles much more severe. Second, business schools often teach students to focus on short-term bottom-line results, even through long-term growth is equally important. They often fail to remind students that a company’s customers are just as important to its financial success as its shareholders.
Third, while business schools have made changes to their curricula to eliminate “silos” and teach across disciplines, they still are hampered by outdated approaches, which keep the silo mentality firmly entrenched.

Lastly, in general, today’s business schools seem to be heavily committed to full-time education, particularly the full-time MBA. But, that does not reflect the rapid pace of business, where leaders need lessons they can use in the workplace today, not one or two years from now. I truly believe that part-time education formats are more important than ever, because they allow students to continue to work during their courses and offer them opportunities to apply what they learn immediately. Equally important, part-time programmes allow students to bring to the classroom practical insights they gain on the job.
I believe that executive education deserves a more prominent role in a business school’s mission statements . So, to use lingo from marketing, many business schools might need to change “the mix” of their offerings to better reflect the needs of 21st century business.

Moving from “me” to “we”

Many business schools have recognized that teaching in silos is a dysfunctional way to teach management – and that’s a good thing. These schools have devised new, more integrative curricula. They are assigning more project work and encouraging faculty from different disciplines to work as teams to teach the same courses. While these efforts are all admirable, they might not be enough.

Why? Because while schools might be changing how they teach, they aren’t necessarily changing how their faculty think. Even with business schools’ efforts to integrate curricula, too many faculty members still work in disciplinary isolation. They still work in separate departments, garnering titles based on academic specialty – and seek tenure in their disciplines. They pursue axiomatic research and publish predominantly in axiomatic journals. The business curriculum might be integrated, but business faculty, most often, are not.

That reality encourages a “me, me, me” attitude among faculty members, which keeps them separate from their colleagues in other disciplines. As long as this is the case, the silo mentality will stay strong.
But eliminating departments might not necessarily eliminate disciplinary silos. For example, at IMD in Lausanne, where I was president for 15 years, we had not titles, no departments and no tenure. Still, the bulk of IMD’s professors stayed with the school for a long time, setting in to their specialties. As a result, even at IMD, we had silo elements. Even we could not break free into a truly integrated way of thinking.

Making it work – the new way

Our new model, however, does present significant challenges. What we are doing at the Lorange Institute of Business Zurich is different. We need to be optimistic that we can change the way we teach business, that we can create new business opportunities for our students and faculty. To do that, we must change our model so that focus is squarely on our students – rather than on our faculty.

We know we must attract strong first-tier research faculty because research is key for cutting-edge teaching. Faculty, in effect, will be “moonlighting” at the Lorange Institute of Business Zurich from other institutions to work with us on a part-time basis.
However, we realize that other institutions have cultivated the talents and research of these faculties. We do not want to be accused of “cherry-picking” the best talents from other schools. Therefore, we will ensure that their commitment to their home institution is fully recognized. We will not only support part-time faculty members, but also fund their parent institutions in return for their contributions.

In addition, we will embrace a “flat hierarchy”, where all faculty members are involved with the governance of the school, so that we can eliminate bureaucracy. We will form a Faculty Senate, which will be in continuous contact with school leadership regarding curricular design and development. Faculty will also reside on campus to encourage informal, daily interaction with students and other stakeholders.

Our students will be older executives – typically 35 to 45 years old – with different professional, educational, cultural and national backgrounds. They will bring their real-world experiences into each course and be able to put what they learn to the test almost immediately. We will teach through “living” case studies, which will be assigned to student as consulting projects or presented by guest speakers who have lived them. Our EMBA students will complete “living research projects” that will demonstrate positive impact on our students and the companies where they work.

In all respects, we view Lorange Institute of Business Zurich as a “meeting place” for ideas. It will be a place where students and faculty share their immediate experiences. We are committed to the Socratic Method, where all participants engage in debate about what really works in practice, rather than a one-way communication from professor to student.

Our programmes offer leadership development in a challenging, global and highly interactive learning environment. Participants deepen their knowledge in subjects as diverse as managerial accounting, business law, IT management and business statistics. They also learn cutting edge practices from Masters-level courses, including Applied Business Fundamentals, Management of Business Cycles, Marketing for High Quality Goods, Leadership, Applied Business Statistics, HRM, Corporate Strategy and Effective Management Communication, etc. – and they improve their social skills.