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Only those who can lead themselves can lead others

Management deals with the inanimate. It deals with numbers, processes and structures – leadership with the living, with people in their diversity and uniqueness. It is often neglected that leadership always refers first and foremost to the leader himself. And this self-management begins with the journey to oneself and the clarification of such essential questions as “What is my talent?”,”What gives me joy?” or “What does the world need from me?”.

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From tayloristic immaturity to agile self-organization

In our predominantly tayloristic working world, there is always a strict separation between thinking and acting. The management defines goals, organization and processes and the simple employees are working within these structures created for them. Reorganization and process changes are the most important management tasks according to this paradigm. In contrast to other organizational changes, an agile transformation cannot succeed in this way. It is precisely this tayloristic separation between thinking and acting that is being dissolved in an agile organization in favor of the new paradigm of self-organization and shared responsibility for product and process.

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How to lead, challenge and coach corporate rebels

Change needs disturbance. Every organization needs people who question the status quo. As jesters or corporate rebels, they cause constructive irritation and thus prevent dangerous stagnation. After the ten principles addressed to the corporate rebels themselves, the question now naturally arises of how to create an environment for constructive rebelliousness and how to lead, challenge and coach rebels.

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