DivisionheadSpecial Electronic Switches
Managing DirectorHealth Prevention
Employees experience their work as significant when they understand not only what (recognisable) contribution they are making, but also whether this brings them closer to their own values, dreams or ambitions. How well do you already make this important connection?
Inspire for goals
Employees contribute to the development of the company when they are enthusiastic about the company’s goals. How well do you already create the emotional resonance necessary for this?
An attractive perspective is created for employees when their own development is in harmony with the development of the company. How well do you already achieve this congruence?
Culture has a great integrating effect, provides orientation and creates a sense of belonging. Employees experience culture in everyday life primarily through the behaviour of their superiors. How consciously do you communicate corporate culture?
Trust is the basis for a functioning cooperation in which knowledge is exchanged (without reservation) and mistakes are openly discussed. To what extent do you succeed in building up this mutual trust?
Allow new ideas
Diversity helps to better grasp and understand complexities. To do this, a system must open up, allow new perspectives, ideas and approaches, test, integrate. How consciously do you encourage employees to embrace new ideas?
Employees grow with their tasks. And only realised potentials point to new potentials, just as when you can only see the next one on a mountain top. How consistently do you develop employees in their everyday lives?
Promote inner strength
Inner strength expresses itself in such a way that employees independently find ways to reach their goals, believe in their own abilities, fall on their feet or explain events in a more positive way. How consciously do you support this inner strength?
Feedback is simply the cheapest and at the same time the most effective method of showing employees honest interest, encouraging them and stimulating the exchange of experiences. How consistently do you use it in your everyday life?
Ask systemic questions
New paths often only emerge through new perspectives, e.g. with systemic questions. They open your eyes to (larger) connections and to your own contribution to a situation. How well-versed do you use systemic questions to open up new spaces for solutions?
Inner blockades are (useless) convictions. They prevent employees from taking new steps. But they can be identified and dealt with in a structured discussion. How well do these discussions succeed?
Employees are important performers, but first and foremost people. How well do you encourage respectful appreciation and exchange at eye level?
A development step is complete when employees can see the (positive) effect of their commitment on the customer. How consistently do you achieve this recognition?
Successes are celebrated with pleasure. Often, however, they are hardly ever openly shared and further used in the company, so that organisation-wide learning could be made from them. How diversely do you use successes for communication with stakeholders?
Set new impulses
The better employees recognise the impact of their own successes, the more likely they are to take on further challenges. How consistently do you use this moment to take the next steps?
Shaping the environment positively
You play a major role in shaping the corporate culture - almost on a daily basis through your personal leadership behaviour. Using the cultural fingerprint, you set impulses that contribute to a positive climate and thus to a positive culture. By this I mean an effect which Positive Psychology also describes as encouraging, enabling and enabling. You create a positive environment for yourself and others in which people flourish, trust each other and learn from each other - three essential factors for constructive cooperation.
You may be like many other leaders: you ask yourself if you are really “good” at leading. But what sources do you use for answers? You may not have the resources to conduct a broad 360-degree survey. Nevertheless, you want reliable feedback. The CFP will provide you with this - even if you give the answers yourself. My experience so far is that honestly interested leaders assess themselves realistically and therefore often describe their cultural fingerprint as very helpful. This helps them to find inner peace, because they understand where they have an impact and how, and what they might want to change.
Grow consistently & in a structured way with the help of the CPF
Use your Cultural Fingerprint as your personal attention radar. In this way, you apply your energies exactly where you want to have more or possibly less impact. The CFP provides you with a simple structure for your own development. You keep track in the comforting knowledge that you are consistently paying attention to your impact.
Experience the Cultural Fingerprint: book a coaching now
You can order the CFP here or create it as part of a leadership coaching session - whether in individual executive coaching or together with your colleagues in team coaching. In addition to the CFP, my leadership tools also include the “Immunity to Change” approach, which helps you identify inhibitors and master change. As a coach, I accompany you with the most effective approaches for your leadership transformation.
Order your individual Cultural Fingerprint now to identify and develop your impact in the system!