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45 years of aptitude diagnostics
The beginnings
Aptitude diagnostics have accompanied me throughout my professional life. Today I am still very active as a management diagnostician. During my doctorate, I was fortunate enough to meet two greats in the field of aptitude diagnostics, from whom I was taught a know-how that is not so easily accessible to a student. One was…
Where does the misconception that leadership is a complex thing come from?
Leadership is presented in today’s world as becoming increasingly complex. Some may experience it that way. In a way, I can understand it when I see what is recommended to managers, which must be taken to heart if you want to lead effectively. The vast majority of these recommendations are mere advice. Advice is also blows. I would like to bear this in mind and recommend to anyone who has leadership responsibility not to be influenced by false advisors …
When the motivation for performance is in the basement
Whether managers or leaders, when the motivation to perform slips into the basement, a descent into darkness begins for many people. Those who have arrived there isolate themselves and find it difficult to accept help in their isolation. The collapsed motivation to perform develops into an inability to perform as a result of excessive demands. This condition is called burnout. It can be expensive for companies …
Performance.Culture.Focus – The triad for entrepreneurial rethinking
Rediroma-Verlag, Remscheid 2022, ISBN 978-3-98527-618-9
Milestones: Digital Transformation, Cultural Change, Leadership
Performance culture in the focus of digital transformation – machines take no responsibility
Springer Gabler, Wiesbaden 2017, ISBN 978-3-658-19796-4
Milestones: Digital Transformation, Cultural Change, Leadership
Performance from culture – How “employees” become top performers
Springer Gabler, Wiesbaden 2012, ISBN 978-3-8349-3404-8
Milestones: Performance Culture, Fluid Organization, Human Image, Leadership Psychology
Integration through identification
Editor:
Signum(2005)
ISBN
:
978-3-854-36380-X
I like to work for him!
Editor:
Signum(2002)
ISBN
:
978-3-854-36336-1
Vertical take-off
Editor:
Modern Industry(1994)
ISBN
:
978-3-478-34910-9
Leadership power
Editor:
Springer Verlag(1994)
ISBN
:
978-3-409-18724-4
On the way to the organization of tomorrow
Editor:
Poeschel Verlag(1991)
ISBN
:
978-3-791-00571-5
Leadership knowledge selectively
Editor:
Gablers Magazine(1991)
ISBN
:
978-3-409-18718-9
Efficient leadership
Editor:
Gabler Verlag(1990)
ISBN
:
978-3-409-18707-3
Alternative leadership
Editor:
Gabler Verlag(1984)
ISBN
:
978-3-409-19600-0
The Anti-Matrix Organization
“The future belongs to dynamic systems”
Wolfgang Saaman, specialist for organizational systems.
Machines assume no responsibility
Digital transformation is inevitable. New leadership thinking is in demand like never before. Employees cannot be programmed like machines. They should be prepared and inspired for new paths.
Wolfgang Saaman, writes about the HOW for the German Employers’ Association.
Our study confirms the connection between performance culture and corporate success!
Abstract
Aspects of a performance culture
Interplay of performance and culture
Industry-dependent differences in performance culture
Performance culture and company size
Networked learning and developing new things
Our competence development program for Bertelsmann relies on innovative approaches (collaborative communities, learning journey and organizational design) and contributes directly to the corporate strategy.
Managers as a change model
Every manager regularly accompanies change processes. Taking the employees with you is a central task. A critical look at this challenge, which every manager encounters several times in his career.
Why is it worth investing in modern leadership development?
01
Poor leadership causes immense costs
In addition to performance killers such as demotivation, conflicts and service according to regulations, which often have a rather covert effect, medical costs, the departure of valuable employees, low innovative strength and quality losses are very obvious.
02
Managers are the central strategy implementers
They steer and keep the company on track. If you do not manage this, the company threatens to lurch in the sea like a ship without a rudder and constantly change direction
03
The leadership role has become much more demanding in recent years.
Where it used to be crucial to have a high level of professional competence, the change into a knowledge society places much higher demands, e.B. on role clarity, communication, empathy but also strategic thinking and acting.
04
Managers are responsible for carrying and shaping the culture of the company
“Performance from culture” means a breeding ground on which the employees realize their potential in the service of the company and are willing to give their personal best. The digital transformation and the increase in leadership at a distance make this task increasingly challenging. A performance-enhancing corporate culture supported by those responsible for management represents a clear competitive advantage that, unlike some business models, can hardly be copied.
05
Modern leadership development contributes directly to strategy implementation
It ensures a high degree of targeting through learning field analyses and learning objective agreements. It is demanding, individually tailored to the participant and makes the achievement of learning objectives measurable and thus transparent. Above all, by interlinking it with live projects, it is embedded in the larger context of cultural and organizational development and is no longer to be regarded as an isolated individual measure.
