Young new supervisor and veteran / experienced staff? There they stood now. The CEO had invited the employees of the production Department for an employee meeting. An agenda item “idea of the new plant manager production”. 25 employees looked forward to full expectations of this event. Thoughts, that would get you hopefully an experienced chief operating engineer. One who can talk the talk and also something of the thing / understands about the craft. Statements made by older and experienced employees are in most cases /-inside, which also are spoken out publicly, when a replacement is about a management position.
This attitude is not customary also not occupation specific but generally valid and understandable. But what if the expected “Old” a years is “Young”, which only has a few years of experience in the industry? The different Reaktiionen could occur in such a case. By disappointment with astonishment to openness, that to this would have expected. The handling of these reactions is a challenge for young executives. Appreciation of past performance and work, creating mutual trust, establish open and consistent communication, exploring the individual “experience landscapes of every employee to feel, commitments are adhered to each personally to meet, develop respect getting to know the existing values and much more, are the content of management everyday, the importance especially in the first few days / months of transferring leadership should have.
A challenge that certainly looks like a mountain at first glance, to climb it. Even with existing theoretical knowledge “As”, which was possibly taught in seminars or similar workshops, practice represents any differently. In these cases, it can be useful to a leadership coaching in the initial phase for the young executives. Not only is she / he under the special attention of superiors, but also under a self-created “to prove themselves”. During the start-up phase, also the different situations of everyday life of guide are reflected in addition to defined objectives and ways of looking for “How?” and those detained for more leadership practice. Many companies financed this a “young” executive leadership coaching. In cases in which this type of support is not being taken over, it offered, finding yourself a suitable coach from the region and to its services. After all, it is an investment in the future of their own career. Leadership coaching offers: Ute Eichler individual support and consulting Eintracht str. 76 51375 Leverkusen phone 0214-51552
