Marcus Hildebrandt - Leading in Hyper-Complexity: A Practical Guide for Leaders

Leading in Hyper-Complexity: A Practical Guide for Leaders

Line Jehle

Dr. Marcus Hildebrandt

Stefan Meister

with interviews with ten global leaders

Foreword by Susanne Seegers

Imprint

First published in 2016 by Libri Publishing

Copyright Line Jehle, Dr. Marcus Hildebrandt and Stefan Meister

The right of Line Jehle, Dr. Marcus Hildebrandt and Stefan Meister to be identified as the authors of this work has been asserted in accordance with the Copyright, Designs and Patents Act, 1988.

978-1-909818-83-5

978-1-909818-84-2 mobi

All rights reserved. No part of this publication may be reproduced, stored in any retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the copyright holder for which application should be addressed in the first instance to the publishers. No liability shall be attached to the author, the copyright holder or the publishers for loss or damage of any nature suffered as a result of reliance on the reproduction of any of the contents of this publication or any errors or omissions in its contents.

A CIP catalogue record for this book is available from The British Library

Cover design by Helen Taylor

Design by Carnegie Publishing

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Contents

Figures

Figure i: Apps to deal with hyper-complexity

Figure ii: Icon: Identifying your complexity mix

Figure iii: Icons: Navigating hyper-complexity; Leadership branding; Contextual leadership; Mastering technologies and creating online leadership identity; Shaping global dialogue; Influencing the organization

Figure 1.1: Complexity mix

Figure 1.2: Complexity mix template

Figure 2.1: Paramecium

Figure 2.2: Armin Klesings complexity image

Figure 2.3: Classification of situations

Figure 2.4: Water surface

Figure 2.5: Different situations require different behaviour

Figure 2.6: Intelligence, wisdom, creativity, affect

Figure 2.7: Christian Eckes complexity image

Figure 2.8: Arnulf Keeses complexity image

Figure 2.9: Bubbles

Figure 2.10: Luis Pedro Ferreiras complexity image

Figure 2.11: Team Clock

Figure 2.12: Cognitive presence

Figure 2.13: Social presence

Figure 2.14: Leadership presence

Figure 2.15: Online presence

Figure 2.16: The Brain, The Action Man, The Open Heart and The Invisible.

Figure 2.17: Chunhu Wangs complexity image

Figure 2.18: Avoidance-Barometer

Figure 2.19: Team clock

Figure 2.20: Feedback drivers

Figure 2.21: Feedback setting

Figure 2.22: Feedback process

Figure 2.23: Feedback focus

Figure 2.24: Xavier Randretsas complexity image

Figure 2.24: Mental Models of Networks

Figure 2.25: Polarities within the organization

Figure 2.26: A leadership initiative creates resonance on all levels of the organization

Figure 2.27: OPR

Figure 3.1: Stephen Karniks complexity image

Figure 3.2: Leandro Baghdadis complexity image

Figure 3.3: Patricia Anthonys complexity image

Figure 3.4: Javier Escobedos complexity image

Figure 4.1: Structure of a social network that extends around the whole globe

Figure 4.2: The structure of a community is usually hierarchical, nested and overlapping. And each person is usually part of many communities at any given time.

Figure 4.3: Which structure do you work in?

Figure 4.4: Central elements of social networks

Figure 4.5: Community development

Figure 4.6: Decision-making model

Figure 4.7: Conscious and unconscious mind

Figure 4.8: Different degrees of maturity

Figure 4.9: VPA categories

Figure 4.10: Divergent and convergent communication processes

Figure 4.11: Synchronous and asynchronous media in convergent and divergent communication processes

Figure 4.12: Formal and informal communication settings

Line Jehle

Marcus Hildebrandt

Stefan Meister

Tables

Table 2.1: Armin Klesings complexity mix

Table 2.2: Skills

Table 2.3: Xavier Randretsas complexity mix

Table 4.1: Purpose, media and synchronicity

Table 4.2: Media and purpose

Textboxes

Text box 2.1: Communication patterns

Text box 4.1: Asynchronous media are great for

Text box 4.2: Indicators for cognitive presence

Text box 4.3: Social presence in a telephone conference

Text box 4.4: Indicators for leadership presence

Exhibits

Exhibit 2.1: Personal branding kick-off

Exhibit 2.2: Personal items 1

Exhibit 2.3: Personal items 2

Exhibit 2.4: Personal items 3

Exhibit 2.5: Feedback Profiler

Exhibit 2.6: Feedback Profiler applied

Exhibit 2.7: Drivers

Exhibits 2.82.10: Mapping global task networks 1

Exhibits 2.112.13: Mapping global task networks 2

Exhibit 4.1: Example: Hybrid team and network structure in the automotive industry

Exhibit 4.2: Community life cycle

Exhibit 4.3: Nationality

Exhibit 4.4: Gender

Exhibit 4.5: Age

Exhibit 4.6: Length of employment

Exhibit 4.7: Immersive coaching

We thank Susanne Seegers for writing the foreword to our book within a very short time frame.

We are very grateful to those leaders who were willing to go through the interview process with us in this highly new field where little good practice is known so far:

Patricia Anthony, Leandro Baghdadi, Dr. Christian Ecke, Javier Escobedo, Luis Pedro Ferreira, Stephen Karnik, Arnulf Keese, Dr. Armin Klesing, Xavier Randretsa, and Chunhu Wang.

We thank Susanne Skoruppa for her contribution to this book.

We thank Anette Grimmelsmann for her support and her patience with the three authors.

We thank Frank Jehle for his legal advice and moral support.

We thank intercultures Berlin office for transcription assistance and proofreading.

We further thank Laurence Baltzer, Dr. Anja Grosch and Jobst Scheuermann for reading through the draft of the book and giving us feedback.

We thank Tilo Schneider for designing and producing the great icons that make navigating this book easier.

Why three names on the title page? Here is an overview of our different roles and responsibilities:

Line and Marcus created the content of the book.

Marcus was responsible for the images.

Line and Stefan recruited interview partners; Stefan processed the interviews in part three of the book.

Stefan provided valuable feedback and enriched the book with intercultural aspects.

Working in todays global businesses whatever your specialization isnt easy. Dealing with complexity is one of the most challenging issues facing modern business and complexity is being widely acknowledged as one of the biggest barriers to success.

Chances are, if you have picked up this book, that you are facing the many challenges of managing and delivering results in increasingly complex work settings and that you have decided to take action.

Whether you are already an experienced manager or new to the field, you have come to the right place.

This book is about giving you the knowledge and tools necessary to be a successful manager in a hyper-complex organization. It will give you an insight into complexity, its nature and causes and will enable you as a manager to get on top of complexity and develop strategies to work and bring results in a hyper-complex environment.

As a human resources professional, I have worked in the public and private sector and I have experienced how complexity has increased over the years to todays hyper-complex, network-based and multi-cultural organizations.