Leadership is constant movement in terms of action, interaction, optimization of processes, behavior and the mental and emotional realities of key individuals involved. Dynamics is our term for the quality of that significant, constant movement. 21st century leaders need to understand the very dynamics that govern effective communication, interaction and collaboration. They continuously determine e.g. one’s own energy levels as a leader, as well as the quality of interactions with associates, peers, one’s boss(es) and customers/clients and the media.

The Dynamics of Individual Leaders

Our basic views on the dynamics of individual leadership

Given the intensity of business life, leaders clearly require a high level of personal drive. Their comprehensive vitality in action, communication, interaction etc. strongly affect their business environment – positively or negatively. How to reach elevated energy levels and how to healthily sustain them during a great variety of scenarios/challenges – that is a know-how every executive needs to build for himself or herself. In our experience, the following points are always essential to consider:
  • Three basic pillars of personal energy determine an executive's overall drive and vitality over time: mental vigor, positive emotionality, and physical stamina. How well they interface is decisive. How well-linked they are with one's own authenticity is key.
  • Affecting others: A leader needs to realize how his or her style and drive affects important others (positively or potentially not so positively). And then know how to modify/refine that effect while remaining loyal to one's – consciously developing – authenticity.
  • Relationship dynamics: Based on the above two points it is highly promising to focus on bringing one's relating game up a few notches.
Here's a Tom Lauda newspaper article on selected, current leadership skills: “Five Leadership Qualities Requiring Attention” (PDF).

The Dynamics of Leadership Teams

Our basic views on interaction dynamics in top teams

Central to a company's productivity is the quality of interaction among its members. The most influential factor is how effective the dynamic interface and shared intelligence between its leaders is. Organizations tend to hire top executives with enormous talent and proven performance records. Yet at the end of the day it is the chemistry among board members that decides how capably all of their skills and assets come together in order to generate real results. The outcome of this chemistry will ultimately influence not only leadership teams but also vast areas of the organization itself. This can have great impact on the company's overall performance over time. Therefore, it is crucial to establish synchronized dynamics at the top levels of an organization in order to have a strong and productive cascading effect. Without any doubt, a competitive 21st century organization and its leadership team has to find ways to: [raw]
  • Generate highly productive dynamics of synergetic thinking and interaction between its leaders.
  • Optimally bring together and merge the various talents of individual executives with those of others. This allows leadership circles to end up in the famous state of “being far greater than the sum of their parts.”