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<h2>Lena Herrmann Interviews Brunello</h2><p>*Digitalization is changing everything. Not just business models and organizational structures. But also leadership styles.</p><p>Brunello Gianella has published, as co-author, the book "Wenn Turnschuhe nichts bringen: Der CEO-Code für starke Führungskräfte." </p><p>In an interview with W&amp;V, he discusses the changing demands that digitalization places on leaders.*Digitalization is revolutionizing all aspects of companies."</p><figure id="figure-6wj3vcqcq2m6bpjbv3"><img id="6wj3vcqcq2m6bpjbv3" src="https://cdn.durable.co/blocks/2aDCmmpmwPowSBDsmhCNPTkUOYUzFmWdennCFmltM0B10fWt9pDteiOLUJAA3gu2.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionX="undefined" data-positionY="undefined" data-fullWidth="false"/></figure><h3>What does this mean for individual employees?</h3><p>Everyone says people must change or adapt. But that's nonsense. People are who they are in terms of personality. And that's a good thing. That's what makes them unique; they are naturally one of a kind, with their own edges and corners. They have inner stability: their identity. When they enter the new world of work, it's not about changing the person, but rather about giving them new tasks or a new job so they can feel comfortable in this changed world and utilize their willingness and potential to perform. To contribute their part to success.</p><h3>Change frightens many people.</h3><p>Only those people who have previously flourished in their jobs. When there are changes in a company, they naturally become afraid. Because they worry that they'll have to take on tasks that go against their personality structure.</p><h3>Is that really so bad?</h3><p>As humans, we can change our behavior, but not our personality structure. Negative emotions arise, and the will to perform decreases. If we permanently perform work that goes against our personality structure, we must fail and may even become ill.**How should I deal with these employees?**After a change, there's always stability again. And then I need the people who stand for stability. In the meantime, I need to give them a job where they can develop. There's always something to organize, something to manage. These people can take on such tasks, for example.</p><h3>This book already addresses CEOs in its subtitle. What about medium-sized companies?</h3><p>Whether someone leads five employees or 5000 doesn't play a major role, so it's also aimed at medium-sized and small companies. A big issue for medium-sized businesses is succession planning. That's not always easy, because leadership often stays in the family. Then you have little room to choose who becomes the successor.</p><h3>And the young generation can't choose what kind of company they enter or what legacy they inherit.</h3><p>This is a sad situation we have. It's not easy for current leadership to accept that the new generation has grown up in a different time, where different role models have become possible, where complexity has increased exponentially, and digitalization has enabled a shift in how we handle know-how, for example. Accepting that this necessitates a different kind of leadership and that the old ways are often questioned is very difficult for the father generation. The old generation has to swallow a lot. What's coming for midsized businesses will be tough.</p><h3>Is everything wrong that the old guard has done so far and how they understood leadership?</h3><p>No, but with digitalization, the demands on leaders are also changing. Until now, we deliberately looked for people who wanted to exercise power and influence as their inner drive in top management positions. That required a hierarchical organization. The less hierarchical companies are structured, the more we see people whose strengths are curiosity, flexibility, and networking. They want to share know-how and become stronger through that. These are the genes of agility. It's not about changing the system of leadership and leadership styles. I need to allow people who have a different driver for leadership within them and thus change the company. Only people can sustainably change systems.</p><h3>How do I lead successfully in these new times?</h3><p>Leadership must become clear about how it ticks and what emotions change triggers in them. The biggest challenge arises when leaders have to change something they don't support. This leads to an identity problem. When it comes to that, the ultimate solution is to replace the person.**A harsh step.**Certainly, but the deception at the C-level can't continue like this. Today's situation requires a different kind of leadership, requires different personalities as leaders. People who are more honest with themselves. Who won't let themselves be bent out of shape. Those who have cultivated a hierarchical leadership style over decades now find themselves in a vulnerable position.</p><h3>So companies will be led completely differently in the future?</h3><p>It's no longer about good leadership; it's about successful leadership. And that doesn't mean doing everything differently. Rather, it's about recognizing the situation and having an appetite for change. Successful leadership does not fear that today's lucrative venture may not be tomorrow's lucrative one. Those who aren't frightened by this but are even driven by it can successfully lead transformation.</p><p>lena Herrmann by W&amp;V</p><p><br></p>

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<h2>Unleashing the Power of Personalities: Embracing Talent for Unstoppable Success!</h2><p>Let's tap into our unique strengths and forge our path to greatness.&nbsp;<br>&nbsp;<img id="kjx1tv86bm6awmxeq" src="https://media.gettyimages.com/id/2155811051/photo/your-passions-drives-you.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=SlDTYTJrhRLx3VtMuVmVQ-3mXzG5BpzI6oWgz-mBAJU=" alt="Your Passions Drives You" title="Your Passions Drives You" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2155811051/photo/your-passions-drives-you.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=SlDTYTJrhRLx3VtMuVmVQ-3mXzG5BpzI6oWgz-mBAJU=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></p><p>Each person possesses unique qualities that talent development professionals must comprehend to excel in their roles. To truly thrive, companies need visionary leaders who can harness this knowledge and create talent strategies that unlock the full potential of their teams.&nbsp;<br>&nbsp;</p><p>Considering the valuable insights personality traits offer, why haven't we embraced personality analysis as the cornerstone of personal and leadership development? Understanding oneself empowers individuals to take meaningful actions to enhance their roles. Let's delve into the wealth of information personality assessments provide, which can prove invaluable in development programs.<br>&nbsp;<br>The pursuit of success is propelled by our inner values, individual aspirations, and the fulfillment of our diverse set of needs.<br>&nbsp;</p><p>Power, the need for Influence&nbsp;</p><p>Individuals driven by a strong desire for power, seeking influence, willingly shoulder responsibility, exert their influence on others, and exhibit composure even in stressful situations.&nbsp;<br><br>Social contact, the need for friendship<br>&nbsp;<br>On the other hand, those with a profound need for social contact, valuing friendship, effortlessly form connections with others, frequently express positive emotions, and are readily approachable.<br>&nbsp;</p><p>Vengeance, the need for Self-defense<br>&nbsp;<br>Individuals who possess a strong urge for retaliation (stemming from a need for self-defense) or defensive aggression, often find themselves easily irritated and quick to experience shifts in their mood. They face difficulties managing their emotions and exhibit poor resilience in the face of defeat or negative feedback.<br>&nbsp;</p><p>Tranquility, the need for safety<br>&nbsp;<br>Individuals with a strong yearning for tranquility often experience anxiety over trivial matters, swiftly become disheartened, harbor doubts, and are susceptible to bouts of depression. Within organizations, these are the individuals who tend to voice complaints and perceive negativity in everything. They display insecurity, concern, and heightened sensitivity.&nbsp;<br>&nbsp;</p><p>Idealism, the need for Social justice<br>&nbsp;<br>Individuals characterized by a strong inclination towards Idealism, particularly their passion for social justice, demonstrate a greater inclination towards prioritizing people over material possessions. This innate quality proves vital in professions that revolve around compassion, counseling, and social advocacy— even within the realm of Human Resources. Moreover, individuals with such a disposition readily exhibit empathy and sympathy, while effortlessly assuming the role of adept negotiators, advocating on behalf of others.<br>&nbsp;</p><figure id="figure-l789qa1c4m6awnwot"><img id="l789qa1c4m6awnwot" src="https://cdn.durable.co/blocks/22mWXWqEdNE6I4YSjFrL6ko1RawdLWFOjlJo5AEBGlWxFYu97Zq4XOm7HLRxI7ck.png" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: 50% 25%;" data-corners="default" data-aspect="16:9" data-caption="" data-positionX="50%" data-positionY="25%" data-fullWidth="false"/></figure><p>These are just a few of the intrinsic goals and values that are deeply ingrained in our individual DNA, shaping our unique identities and setting us apart from others. They encompass the core principles and beliefs that guide our actions, influence our choices, and contribute to our personal growth and fulfillment. By understanding and embracing these inherent aspects of ourselves, we gain a deeper understanding of who we are and how we can thrive in the world around us.<br>&nbsp;</p><p>To create an effective personalized working environment, it is crucial to have a profound understanding of people's individual personalities. With this knowledge, we can perfectly tailor tasks and roles to suit the individual traits and learning preferences of each person. By doing so, we can enhance their working experience and maximize their potential for growth and development. Rather than trying to change individuals to fit a predetermined task, we recognize the importance of adapting the task to suit the unique needs and preferences of each individual. </p><p>This approach promotes a more engaging and effective environment, leading to greater success and fulfillment.<br>&nbsp;<br></p>

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