The 10 Most Recommended Mining Service Providers 2019

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Mark rees Chief Operating Officer Secucloud GmbH 30| April 2019|
Leader's Take Leadership skills essential for organizational growth Trust is the key for sustainable development of organizations Can one learn leadership? Every winter semester I pull my students through the whole spectrum of “Leadership Theory Parts I and II”: Taylorism; French & Raven; Blanchard; McGregor; Maslow et al. At the end of the semester I have them test their knowledge in a tricky exercise involving a climbing rope and blindfolds. They have to – whilst blindfolded – form, storm, norm and perform as a team and lay the rope (which they are not allowed to let go of) in a predetermined shape on the ground. And yes, they always achieve the objective – one way or another. In contrast I have experienced this exercise as a team member of highly paid and experienced managers and witnessed first-hand the utter failure to even manage a plan, let alone achieve even half of the objective. Although to be fair, what the managers did achieve (as opposed to the students), was a whopping great conflict of personal differences, with which the rest of the seminar was used to sort out. So what was the difference between these two groups? A business acquaintance of mine once introduced me to the “power of trust” as a basic concept of leadership. He argued that if there is no trust between the leader and the led, then the possibilities for sustainable leadership are extremely limited and indeed most probably restricted to a short period. Without trust in human relationships there is however a form of leadership and to reference French and Raven, it is the positional power of coerciveness and reward – the proverbial carrot and stick. That works for a while as long as the (micro) manager exclusively owns the processes and information as a means of control. I believe in the long run, this strategy fails. No (high performing) employee deliberately hangs around for very long in such a situation. I’ve seen this happen numerous times. Again considering the group of students and the experienced managers with their climbing ropes and blindfolds, what I perceived was extreme differences in levels of trust. The students – in their seventh semester – were close-nit. They were just entering their final thesis, they have common objectives and after 3 and half years spent on campus, an intrinsic trust to one another. In contrast the managers came from varying business units of a large company and were “thrown” together to improve their leadership skills and develop as a leadership group within the company. Each manager had his (the group was all male) own agenda and personal career objectives etc. Each was competing for power and influence before the board. Instead of collaborating to achieve the climbing rope objective, all the micropolitics came out in the exercise and trashed any trust that might have been there at the outset. The evening log fire at the beach was a flop. | April 2019 |31
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Page 12 and 13: Cover Story In an interview with In
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Page 34: About the Author Mark Rees is the C
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Page 39 and 40: Editor’s Choice In the year 1450,
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