- Take a white sheet of paper and a pen and write a few sentences. If you are right-handed, first write a few sentences with your right hand, then the same sentences with your left – or vice versa. Try it for a few minutes.
- Reflect briefly:
How did you feel about this exercise?
Maybe you felt like you were back at school.
Maybe something you usually know how to do no longer works properly.
Maybe you were gripped by ambition.
Maybe it was just a strange experience … - Now put yourself in your organisation’s role. Imagine that you turn this company “to the left” (or to the non-dominant side). What does that mean for the organisation, your teams, and finally, the individual employee to change from the dominant, usual, non-dominant side?
- In a final step, consider how you can ensure that the following points are lived out in the leadership:
- Employees should have sufficient freedom.
- Mutual trust between employees and managers
- Motivation through a common goal
- Transfer of responsibility to employees
- Opportunity for employee co-determination
- Feedback culture
- Source: Julia Duwe, Ambidextrous Leadership
Klaus Fischer has put together this toolbox for you.
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