Attributes of a strong and powerful Leadership, as well as management methods for new generations. Differences between Leaders and Managers/ Bosses.

1. ARE YOU
A LEADER?
Or are you just
another average Manager?
@aparuschke
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. ― Charles Darwin

2. Management methods
from the past
@aparuschke
Carrot and Stick

3. @aparuschke
Old-fashioned management styles
…we all know people who still work with these methods on a daily base

4. @aparuschke
Millennials: A new generation will take over soon
Bridging-the-generation-gap: Multi-generational teams require work process adaptation, behavior and cultural change
A new management style is indispensable
due to changes in behavior, preferences and values

5. Baby Boomers or
Generation X are currently in charge
@aparuschke
The coexistence of different generations implies natural
frictions and lead to cultural changes and changes in
behavior while shifting from an analog to a digital world
Challenges of a bridging-the-gap-generation
…but Millennials are yet taking over with a totally
different style, different behavior, values and new
powerful tools

6. World population by generation and time
@aparuschke
Worldwide and in the US, Millennials are the largest generation yet – currently some 2.3 billion strong
Source: US Federal Census Bureau

7. @aparuschke
A new management style is required…
It has to adapt to Millennials’ values, preferences and behavior

8. …and new Leadership methods are demanded
TELLS SELLS CONSULTS SHARES DELEGATES
Makes
decisions,
announces
Gets suggestions and
makes them, then
decides
Defines limits,
group decides
Subordinates
function within
defined limits
Makes
decisions,
explains
USE OF
AUTHORITY
BY LEADER
AREAS OF
FREEDOM FOR
SUBORDINATES
@aparuschke
?
?

9. @aparuschke
Processing work events
What happens inside…
Working EventsWorking Performance

10. SURVIVAL
SECURITY
BELONGING
IMPORTANCE
SELF
ACTUALISATI
ON
MOTIVATIONS
2 ENGAGED
1 HIGHLY ENGAGED
4 NOT ENGAGED
3 ALMOST
ENGAGED
5 DISENGAGED
Maslow’s hierarchy of employee engagement
@aparuschke
How to engage and motivate employees?

11. Motivation goes far beyond rewards
@aparuschke
Once your employees’ basic needs are covered, money won’t be a motivating element anymore

12. @aparuschke
What does employees’ motivation
depend on?
MOTIVATION: WHY WE DO WHAT WE DO?
@aparuschke
The Golden Circle Theory and & Intrinsic vs. Extrinsic Motivation
Auto-
nomy
Passion
and Joy
Purpose Compe-
tence
Intrinsic Extrinsic
Because of the task’s
interest and enjoyment
Because of the task’s
result and outcome
Rewards
Promotions
Pay raises
Bonuses
Benefits
Prizes
Winning
Perks
It starts
with WHY

13. The Iceberg-Theory
@aparuschke
What toil or effort is needed?
Failure
Sacrifice
Good habits
Constancy
Dedication
Hard work
Disappointment
Enterprise Goals
Company Vision
Company Values
Employees’ behavior
Team relations
INVISIBLE
VISIBLE

14. BOSS / MANAGER LEADER
DIFFERENCE BETWEEN
Drives
employees
Coaches
them
Depends on
authority
On
goodwill
Inspires fear
Generate
enthusiasm
Says, "I" Says, "We"
Places blame for
the breakdown
Fixes the
breakdown
Knows how it is done Shows how it is done
Uses
people
Develops
people
Takes
credit
Gives
credit
Commands Asks
Says, "Let's go"Says, "Go"
@aparuschke

15. Central character traits
@aparuschke
What makes a high performance Leader?
Inspires employees
Develops people
Generates enthusiasm among the team
Puts himself at play
Teaches and coaches
Always has time to ask opinions and listen
Gives and demands feedback
Works on behalf of people’s goodwill
Is genuine and authentic
Accepts blame for team’s non performance
Gives equal rights to team members
Helps employees in need
Shows how it´s done and is always learning
Creates and invest in more leaders

16. Martin Luther King Jr.
@aparuschke
What does a Leader look like?
“The time is always
right to do what is
right.”
“I have a dream that
my four little children
will one day live in a
nation where they will
not be judged by the
color of their skin, but
by the content of
their character.

17. Nelson Mandela
@aparuschke
What does a Leader look like?
“It seems always
impossible until it’s
done, but you can
either win or learn
from it.”
“Education is the
most powerful
weapon which can
be used to change
the world.”

18. Six Leadership Styles
COMMANDING VISIONARY AFFILIATIVE
DEMOCRATIC PACESETTING COACHING
“Do what I tell you” “Come with me” “People come first”
“What do you think” “Do as I do now” “Try this”Based on Six Leadership Styles by
Daniel Goleman (2002)
@aparuschke

19. Situational Leadership
SUPPORTIVEBEHAVIOR
DIRECTIVE BEHAVIOR
Low
High
High
S1
S2S3
S4
High
Supportive
and Low
Directive
Behavior
High
Directive and
High
Supportive
Behavior
Low
Supportive
and Low
Directive
Behavior
High
Directive
and Low
Supportive
Behavior
@aparuschke

20. @aparuschke
True inspiring Leaders reach
fearless for the sky and heave their
employees to the next performance-level
Leaders have the ability to constantly demand employees’
effort to transform and change their company’s culture.
This effort is crucial to boost enterprise’s performance and
adapt to changing market conditions, as well as integrate new
upcoming employees’ needs, values, preferences and behavior.

21. Contact Details
apcore is an
international firm with
projects all over Europe, but
formally based in Germany and Spain.
You can contact us at our offices
in Munich and Madrid, or via phone, email
or social media.
Our wide and versatile network of professionals adds
value to our clients’ portfolios across various markets
and industries.
We at apcore are proud to be associated with
dedicated, highly skilled and gifted professionals from
numerous countries capable of working flexibly on
any project.
“The world as we have created it is a process of our thinking. It cannot be
changed without changing our thinking.” ― Albert Einstein
“It’s tough when markets change and your people within
the company don’t.” ― Harvard Business Review
Alexander
Paruschke
ap@ap-core.com
@aparuschke
D +49 171 93 00 528
ESP +34 619 110 400