Good day,
"Only the packaging changes, but at the core everything remains the same."
This is how the result of many change projects can be summarized - although in view of the many challenges and market risks, we actually know that something else is needed: a paradigm shift with a fundamentally new development of attitudes, awareness and action.
How can we shape the future without falling into the same patterns over and over again?
For gatherings of people to be transformative, two things matter most:
100% to be present: not only with the interlocutors, but also with the topic that arises in a conversation.
Shifting attention away from yourself to the one who is saying something.
Ultimately, it's about getting out of broadcast mode and "feeling" resonance beyond pure listening. This results in the quality of the relationship we bring into the world - with customers, with employees, with critics. It is determined by the way we communicate, the way we deal with each other and the way thought processes are formed.
For this kind of communication, spaces are needed in which people can enter into a creative dialogue. Three things are important for this:
#1: A new environment
Those who want to leave familiar paths of thought find it easier to do so from a suitable place: Outside the usual environment, free from distractions and with a direct connection to nature.
The quality of communication depends crucially on the framework conditions we create for change.
#2: Allow creativity
First and foremost, this means abandoning the unwinding of familiar behavioral patterns. Managers who communicate only at this level in today's disruption have a massive problem because they hardly give new ideas a chance.
One step forward is the communication form of debate: Your perspective versus my perspective. Different points of view come up for discussion - but often end up in (political) trench warfare.
Complex problems require a third way of communicating: dialogue. This involves asking why an interlocutor looks at a problem very differently than I do. In such a conversation, a deeper understanding emerges, a "thinking together" to find solutions, transitioning into collective creativity.
#3: Be clear about the purpose
Leaders must be clear about why they want change and be able to model the deeper levels of communication themselves. This can be learned in practice spaces where we experience for ourselves what gives us the confidence and trust to develop the new communication and conversation spaces that today's leadership situations require.
One opportunity for this is the communication cafés that we regularly hold in Vaduz and online. The next opportunity is this week: On Thursday, March 9, we will be guests at Neutrik AG in Schaan in cooperation with KMU-HSG. The topic will be "Company culture in challenging times" with a focus on "Identity of a family business" and "Production and innovation in a high-wage country". You can still register for the last two free places here.
As always, thanks for reading this far.
Answer me briefly what was most helpful for you today - I'd love to hear from you.
