The Culture of Change

“Whoever wants to get people to move ahead, must be convincing as a personality.”

In his latest book Konrad Stadler introduces those principles that promote good leadership. Especially in times of drastic change demands on leadership are clearly revealed. A company can cope with complicated processes of change only if its leaders are self-critical and set an example for the connection between credibility and performance.

A new approach to leading gives access to value proficiency. Managers who are value-proficient are able to get people to work together for a common aim – as someone especially skilled in getting people to cooperate, as a strong personality who initiates a process of seeking and searching. Value proficiency can be acquired and is characterized by attentive care, by the ability to convey a sense of purpose, by credibility and by a willingness to consider one's part in the whole scheme. During the acquisition of value proficiency we are guided by the West European heritage of cardinal virtues and leadership: the demanding master and teacher, the spiritual father, the wise physician, and the good shepherd.

How leaders can advance their own value proficiency and how the classic ideas of leadership can support this is explained in Konrad Stadler's book, in which he draws on his own knowledge gained in his stock of experience as a consultant for corporate culture.

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