Leadership

The goal is to become the manager we have never had ourselves. The manager for whom we would have been delighted to work our fingers to the bone. The person for whom we would have taken risks and go the extra mile.

Following the Blits way of thinking, if managers ensure that literally all workers are ‘doing it for someone’, the result is a company that’s a winner. The manager (the ‘Sergeant’) must therefore ensure that he/she becomes the source of recognition for everyone who reports to him or her. And this must be the case under every circumstance. Because too often managers are acting like a chameleon. They play the manager when it feels good, they play being a coach when it suits them or they play the ‘I am only a small person with no influence in this big company’ role.

On an individual level, we teach managers to look at what is really happening: with themselves as well as with others and their environment. We teach that leadership is personal. How do you become a boss who people really want to work for? How do you do that without becoming a ‘softie’? Although we don’t like to admit it, why is it that we rather prefer to work for people than for goals? How do you know if you have really won the trust of your employees? How do you deal with rules and assignments ‘from above’ that you yourself don’t agree with? These and many more questions are covered in our leadership training. Without falling into all sorts of models, discussion techniques and role-playing, we tackle the how-do-you-do-that-question surrounding leadership in great detail.