Principle #1: Mission, Vision and Service
The main ongoing tasks of a manager are leadership, management, communication and feedback – that means actively perceiving situations, taking a position and clearly communicating and reporting back. The result should be well-informed decision-making that is in line with our mission and vision.
It is therefore the task of a Pfannenberg manager to constantly go on a journey of discovery how these core tasks can be transferred to the daily work in their service context.
In concrete terms, this means for everyday work:
- Developing perception: for example, actively requesting different opinions and carefully weighing them up for decision-making; also looking at solutions from different positions.
- Taking a position and communicating: for example, disclosing internal departmental task and project prioritizations; explaining the background for decision-making within the teams
- Dynamics of decision making: for example, allow freedom within teams to think outside the box; use facilitation techniques and tools such as TEAMS.
- Purpose, mission and vision: for example, repeatedly bring corporate goals into decision-making and transparently establish the reference, clearly communicate goals and resulting task packages.
Principle #2: Personal Growth
Taking responsibility for personal growth and development of needed skills.
From within striving to maintain an open-minded attitude, giving and receiving constructive feedback in the knowledge that feedback is an essential element in the process of developing self-awareness.
In concrete terms, this means for your everyday work:
- Develop clarity around your own goals - what do I want?
- Support colleagues in their further development through internal and external assistance.
- Listen, give feedback and, above all, accept feedback.
- If necessary, also actively request feedback.
Principle #3: Technological Leadership
Room for creativity and innovation through the meaningful integration of improving internal capacities and gathering market ideas from the market. This is in line with constantly striving to keep up with the rapidly evolving market landscape, science and technological progress.
In concrete terms, this means for your everyday work:
- Make room for creativity and consciously take time for it.
- Think outside the box, in a different direction. Sometimes creativity techniques such as brainstorming can also help.
- Encourage your teams to be innovative.
Principle #4: Creating and Delivering Value
To constantly update the meaning of creating and delivering value to our present and future customers by actively engaging them in creative ways where they experience that they are buying into not just a great product but also a progressive human ecology that excites and compounds value through the quality of human interaction.
In concrete terms, this means for your everyday work:
- It takes more than a good product, but also the interaction between people and product.
- Listen to our customers and create added value for customers.
- Involve customers interactively where necessary.
Principle #5: Coaching Leadership
To develop the media of in-context conversations, coaching, inter-peer coaching and mentoring as prime tools of engaging, leading and managing while maintaining respect, openness and accessibility.
You'll learn in the Audio Podcast below how to integrate this principle in your everyday work.
Principle #6: The Well-Being of the People
To constantly seek for ways to contribute to the state of well-being of the workforce.
In concrete terms, this could mean for your daily work:
- As a leader: take care of your people - be a shelter
- As for yourself: take care of yourself, e.g. create a good balance between work, rest, sports and healthy eating
Principle #7: Best Outcomes
To constantly seek to deliver best outcomes and find out what this means, in the contexts of human interaction, innovation and strategic implementation.
What are the 7 Leadership Principles?
The aim of the Pfannenberg leadership development process is to facilitate the arising of a versatile future-minded leadership network that is engaged in developing both leadership and management skill-sets that empower it to deliver the company’s strategic objectives and to creatively be a step ahead in identifying market-turns and new opportunities.
It is the leader’s task to coach and workshop these principles with their respective understudies and teams;
to the point where the way of it trickles down and felt by the entire workforce. The performance of a manager is also evaluated on the basis of these principles.
The seven principles provide a platforming framework that is by design open to updates that reflect the progress of the leadership team and evolution of the company.
