How does leadership evolve over time

Leadership through the ages

Leadership through the ages

Interview with Jens Hartung
Master trainer, consultant and coachat VOSS + PARTNER

Who are you and what have you been doing so far?
Jens Hartung, a graduate physicist, switched to communication and coaching during his doctoral period in 1991. Co-establishment of the forum for meta-communication in Berlin, training as NLP trainer, founder of the NLP Berlin branch of the meta-forum, individual coach, coaching for executives since 2003, focus on workshops and team development. His focus is not so much on the classic tools of employee management, but on personality and team development based on specific personal and company situations.

What do I learn when I attend a management seminar with you?

As a manager, the first thing is to create trust in a team - in myself and in others - in order to be able to achieve goals with one another in an efficient and motivated manner. There is a modern interpretation of the word communication that hits it very well: Communication should have the effect that A and B can compare their behaviors, develop something together and stay with one another. Through exercises and reflections, the course participants will work with me on the “how” rather than just getting the classic “what” topics taught. In my opinion, leadership is more than just delegating tasks.

What effects do digitization and modern forms of work organization such as agile have on the management of companies and what does this mean for training / coaching?

The subject of digitization and the associated changes in the world of work under the heading of "agile" has reached the management levels of companies. This is not yet fully reflected in the management styles of the established companies. For top management in particular, it is difficult to question and change methods that have been learned over decades, with which one has been and is successful so far, but which will not necessarily also be in the future.

There are special themed lectures and seminars on the subject of agile and an agile manifesto, but these are only noticed to a limited extent.

Under digitization advice / effects of digitization, however, these topics can be placed well in the higher management levels.

The classic leadership seminar is still well suited as a basis if, as a manager, you concentrate on the "how" of leadership and, above all, listen to the employees. In principle, management seminars are attended by younger employees who are currently taking on management responsibility. The seminars are of course geared towards the needs and requirements of this generation x and Z and the new agile structures.

Problems arise in companies when younger managers encounter an older leadership culture. It is important for the companies to bring them together. It is certainly also necessary to train Generation X and baby boomers - and not just the young ones - on the changed management responsibilities.

What special offers does Voss & Partner have for this?

At Voss & Partner there is of course a basic seminar on the subject of leadership. However, we have expanded it to include a few special subject areas. There are seminars on situational leadership, special seminars for women in management positions and there is a new range of seminars, such as B .: New Lead - the first leadership role that is specifically aimed at Generation Y and Z, leading from a distance and leading virtual teams.

What are the major challenges for personnel development?


To recognize the need and the necessity of the permanent further training needs of the employees and to find the right, stimulating modules. In principle, reducing the fluctuation rate, i.e. employee retention, will become an increasingly important target for PD. The figures in Germany show that employees leave the company mainly because of their managers. It's about actively shaping the structure and culture change in the company.