KARL KRONER KG Unternehmensberatung

  PERSONALITY

Committed to being an advisor.

A broad know-how, convincing arguments and liberating creativity make good consulting. When you start out as a consultant, you are not at the end of your life - you are just starting out.

We support you in your career in every feasible way; but the driver of your personal development is yourself.

Your intellectual curiosity is great.

You keep an eye on the decisive political, economic and social connections; you analyze and evaluate them on an ongoing basis.

You use every opportunity to learn about tools and exchange information with colleagues, experts and customers.

You know very well that only a wide awake consultant is a good consultant and can really make a difference.

Personality is characterized
by the ability to self-assess.

Leading and managing are not the same thing. But they are necessarily connected and complement each other. Any effort to bring both (managing and leading) together in a personal union will cause more problems than it solves.

A consultant (expert) is characterized by extensive knowledge. Consultants accept challenges and solve tasks methodically, goal-oriented, appropriate and independent.

The manager's task is to plan, Organize and coordinate

Employees need their managers not only to assign tasks, but also to define the purpose.

Managers need to organize work, not only to maximize efficiency, but also to foster skills, develop talent and produce results.

The task of the leader is to control, inspire and motivate and requires a sufficiently broad horizon.

 

    MANAGE VERSUS LEAD

In his book "On Becoming a Leader", published in 1989, Warren Bennis compiled a list of the differences between managers and leaders.

For consultants, this list is essential because it helps to align the content of their consulting with the issues and interests of normative, strategic and operational management.

A revised version of this list was reproduced as follows:

   The manager manages.
      The leader innovates (developed constructed
      elaborated invented).
   The manager is a copy.
      The leader is an original.
   The manager maintains the status quo.
      The leader develops the status quo.
   The manager focuses on systems and structures;
      The leader focuses on people and their behavior. 
   The manager is dependent on control.
      The leader creates trust.
   The manager has a view of the here and now.
      The leader has a long-term perspective.
   The manager asks how and when.
      The leader asks what and why.
   The manager always has his eye on the end result.
      The leader's gaze is directed to the horizon, to the
      environment.
   The manager adopts dominant opinions and imitates.
      The leader breaks new ground (developed).
   The manager accepts the status quo.
      The leader questions the status quo.
   The manager is the classic good soldier.
      The leader captivates with his charisma and is a
      personality in his own right.
   The manager does things right.
      The leader does the right thing.

Managers consider a business unit, a company, a group,
an industry or an economic area as an accumulation of
social systems.

Social systems that build networks according to interests,
confirm each other through these networks, develop and
propagate constructions of reality and motivate an action or
promote or irritate a formation of opinion.