Sourisseaux / Partners – Corporate Psychologists

Sourisseaux / Partners – Corporate Psychologists

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Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.4. August 2022

Have you noticed the rush of companies going agile? The many calls for transformation? As we enter an age of uncertainty, firms are now searching for the tools to keep pace. The problem is that we need new frameworks to guide companies through uncertainty and the new possibilities that come with such dynamic conditions. Throughout Nathan Furr's study, three key features emerge as common to these frameworks: the individual’s ability to cope with uncertainty; the organisation’s ability to experim...

Strategy in an Age of Uncertainty

Most existing strategy frameworks, developed during a more stable era, don’t work well in dynamic conditions. We need new frameworks to guide companies through uncertainty. And three key features emerge as common to these frameworks: the individual’s ability to cope with uncertainty; the organization’s ability to experiment; and recognizing that strategy is a creative exercise.hbr.org

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.22. Juni 2022

In our SP Leadership Framework, one of the competencies we assess is Transformation, or the ability a leader has to know with which strategy to implement and make a desired state become reality. This article suggests that three out of every five companies rate their organization as weak on strategy execution. And when you dig into the potential barriers to implementation, there is a general lack of understanding of the various factors at play. To craft a vision and make it happen, three things h...

How to Move from Strategy to Execution

Three out of every five companies rate their organization as weak on strategy execution. When you dig into the potential barriers to implementation, there is a general lack of understanding of the various factors at play, resulting in the inevitable managerial justifications — “poor leadership,” “inadequate talent,” “lack of process excellence,” etc. This article suggests three key steps to build the right execution system: 1) a good strategy, 2) the right organization, and 3) effective management. With these three ingredients in place, human ingenuity can be unleashed, and employees can collectively deliver on the company’s strategic goals.hbr.org

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.21. Oktober 2021

Empathy may sound like a soft skill, but actually, empathy is a critical leadership skill. Empathetic leaders not only have more innovative, productive teams, but also are more likely to keep good employees. Truly noticing that teams are composed of real people, with real, human needs also helps you see potential contributions and ways that employees’ unique perspectives can benefit the team.

The New Meaning Of CEO: Chief Empathy Officer - 4 Reasons Leaders Need Empathy Now

Empathy is a critical leadership skill and one needed now more than ever. The ongoing pandemic has left many workers burned out and options for employment are skyrocketing. Emphasising empathy will help you connect with, and retain, your employees. Start practicing four key habits today. www.forbes.com

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.23. September 2021

As “certain uncertainty” becomes the norm, there will be many ways for leaders to meaningfully upgrade their approaches to change. Updating organisational vision, mission, and cultural values to reflect a world in flux is a good starting point. We have before us a new set of opportunities — and new urgency — for navigating change well. Leaders and businesses need to radically reshape their relationship to uncertainty in order to sustain a healthy and productive outlook. It is time to open our fl...

A Futurist’s Guide to Preparing Your Company for Constant Change

The time to prepare for change is not when it hits. It’s before it hits, and during times of relative calm. Reacting to change in the moment keeps you forever on the defensive, and the consequences can be severe. You’re unable to see where the future is heading because your attention is consumed with dodging the next curveball. This exposes your organization to unnecessary risks and overlooks new opportunities. It’s a recipe for frustration and lagging performance at best — collapse at worst. While finding “the right time” to prepare for change can be difficult, there are myriad ways to get started. The author presents four steps leaders can take to prepare their organizations to thrive amid constant change.hbr.org

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.8. September 2021

During this summer, several European countries have unfortunately been hit by extreme weather, and many lives have been lost. Regions in western Germany were most severely affected, in Rhineland-Palatinate, the south of North Rhine-Westphalia, and parts of Bavaria. Today's post is to highlight the resilient and generous people affected by the floods. We, as Sourisseaux Partners, would like to shine a light on the regions and on their hands-on spirit of initiative and mutual support. In the pict...

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.28. Juli 2021

How can a leader help team members to plan, prioritize, and streamline their work? As a manager, your role is to both “set the strategic vision” and serve as a buffer for "unreasonable expectations” from the rest of the organisation. In today’s complex and collaborative workplace, helping your team manage its collective workload and time well is a critical factor for its success.

How to Boost Your Team’s Productivity

Set clear expectations.hbr.org

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.20. Mai 2021

It is past time that we acknowledge that the leadership role has changed in many fundamental ways. The job of leaders now is to maximize performance not by choosing among stakeholders but by embracing, mobilizing, and serving all of them. Also, the purposeful human organization cannot flourish with the traditional top-down model of the powerful and infallible hero-leader. What is required now is a leadership approach that puts purpose and people at the heart of business.

How to Lead in the Stakeholder Era

The world is clearly facing multifaceted crises: a health crisis, an economic crisis, a societal crisis, a racial crisis, an environmental crisis, and rising geopolitical tensions. In the face of these challenges, there is a growing realization that business and society cannot thrive if employees, customers, and communities are not healthy; if our planet is on fire; and if our society is fractured. More and more leaders believe that creating a better and sustainable future requires corporations to serve all their stakeholders — not just their investors — in a harmonious fashion. To make this transition, leaders need to evolve how they think about their mission and how they lead. According to Hubert Joly, the former chairman and CEO of Best Buy, we need leaders who, in both good times and bad, are keen to pursue a noble purpose, are ready to put people at the center of it, and are dedicated to creating an environment where every employee can blossom. In short, we need leaders who will embrace a declaration of interdependence. This is how we can create a more sustainable future. This is how business can be a force for good and do well by doing good.hbr.org

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.15. April 2021

According to HBR's analysis, the amount of market value wiped out by badly managed CEO and C-suite transitions in the S&P 1500 is close to $1 trillion a year. Why are some of the world’s biggest and most powerful organizations getting CEO appointments so wrong? HBR explains the five main reasons: lack of attention to succession, poor leadership development, suboptimal board composition, lazy hiring practices, and conflicted search firms. Our SP view on that: Management Diagnostics as a decisive ...

The High Cost of Poor Succession Planning

Many large companies fail to pay enough attention to their leadership pipelines and succession practices. That leads to excessive turnover at the top and destroys a significant amount of value—close to $1 trillion a year among the S&P 1500 alone, say the authors of this article. The biggest costs are underperformance at companies that hire ill-suited external CEOs, the loss of intellectual capital in the C-suites of organizations that executives leave behind, and for companies promoting from within, the lower performance of ill-prepared successors. Companies and their boards can (and must) do better. The solution isn’t that complicated: Firms need to start succession planning well before they think they need to; make sure they identify and develop rising stars; appoint the most-promising executives to the board to help prepare them to take on the top job; and look at both internal and external candidates. In addition, when working with search consultants, firms should avoid perverse incentives like contingency and percentage fees.hbr.org

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.29. März 2021

Why is it that certain people seem to naturally inspire confidence, loyalty, and hard work? Does it have something to do with how people deal with adversity? One of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances. The skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for great leaders. These attributes a...

Crucibles of Leadership

Everyone is tested by life, but only a few extract strength and wisdom from their most trying experiences. They’re the ones we call leaders.hbr.org

Sourisseaux / Partners – Corporate Psychologistshat einen Beitrag geschrieben.8. März 2021

There is no better way to start a new week than by celebrating both Sourisseaux Partner's anniversary and the International Women's Day! Thank you all for everything we shared in the last 25 years of accomplishments, customers and partners, who made that all possible! And for all the great women who supported and challenged us to go further, thank you for making this a special company to be part of! Happy 25th anniversary to SP!

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Sourisseaux Partners ist ein international agierendes Beratungsunternehmen mit den Schwerpunkten Management-Diagnostik und Management-Entwicklung. Zu unserer Zielgruppe zählen vor allem Führungskräfte der Top-, aber auch der mittleren und Nachwuchs-Management-Ebene. Wer wir sind und was wir tun Seit 1996 identifizieren wir...

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