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Emotional Agility: Why leadership and empathy must go hand in hand

Many people have experienced the past weeks and months since the beginning of the Corona crisis as an emotional rollercoaster ride. Uncertainty, anger, gratitude, feeling overwhelmed, a spirit of optimism – living and working under completely new circumstances have made the different facets of human emotions visible not only in the personal realm but also between colleagues and superiors. Therefore, leadership in times of Corona requires allowing much more space for feelings. But how much feeling is good in a work context? How much of yourself do you take with you to work? How vulnerable do you want to appear? Should it be ok to show unfiltered feelings at all times? Or only the good ones? And then what to do with the less pleasant ones? Are emotional people possibly even better leaders?

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Knowledge, competence, talent – what counts in the end: liquid skills!

So what are skills?

Tandemploy means “think big” – and this also applies to our definition of skills:

”Skill is the infinite potential of people in an organization. It is everything people bring with them and want to contribute.”

(The sky’s the limit and so on.)

When is a skill a skill

If you want to work with skills, the definition should be a bit more specific. Because not only the HR department has clear criteria and classifications, our skill matching software also follows a system that identifies and classifies skills. And: If we want to discuss skills that companies urgently need now and in the future, we need to be clear about what we are talking about. Read more

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“War for Skills”: Get the changemakers out of the isolation of the labs!

In the past few weeks, we have repeatedly been attested war-like circumstances in view of Covid-19. For HR managers nothing new so far. They have been at war for years, the “War for Talents”. This bellicose phrase has become part of the standard vocabulary in the HR field.

There are three main reasons for the tough HR challenges in the talent market:

  • the global competition,
  • the demographic shift,
  • the change in values, especially among young people.

Covid-19 and its aftermath now give the combating parties – companies all over the world – an involuntary cease-fire. The uncertain situation has led to hiring freezes and consequently to free time, which HR staff could and should use to reevaluate whether, over the past years, they have been fighting for the best people with the right “weapons”. Read more

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#BigIdeas2020: Forget the hype around “Big Data”​ – from now on let’s build a hype around “Good Data”​!

2020 could be the year in which we consistently start using good data to facilitate good work flows. Good, in the sense of “good for everyone” – for companies and their goals, for employees and for society as a whole. But also for the sake of planetary resources. Because a resource-conserving lifestyle is closely related to a working world that allows for the freedom to engage in a responsible and conscience lifestyle outside of work.

How can this be successful?

The simple answer might be: through digitalization. If machines took over more jobs and human work could be automated, then everyone would have more time, right?

Unfortunately, it isn’t quite as simple as that. Read more

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#ChangeAgent Sebastian Kolberg – Change through collaboration and trust

Sebastian Kolberg is the Change Manager for Digital Transformation at Bayer AG. In this role he supports people and teams to journey together and shape digital transformation. As a #ChangeAgent, he is particularly interested in promoting collaborations, establishing trusting networks and jointly challenging the status quo with a view toward the customer. Good reasons to introduce him here.

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“Silo-free work at eye level” – HASPA relies on networking

Dr. Elisabeth Keßeböhmer & Nicole Vogler

The world is becoming more complex every day, and organizations are facing the challenge of responding smartly. In particular, the banking industry is strongly affected by change and urgently needs to reorient and innovate. While many banks in Germany appear uncertain and are on the decline, Hamburger Sparkasse relies on good networking and is thus definitely one of the pioneers in the banking industry. With the introduction of the internal Tandemploy software as an internal networking platform (christened “FlexWorkz”), they show how flexibilization and networking can look in a modern working environment. They use Tandemploy software to better network all employees and pave the way for new modes of working. Within HASPA, employees can now easily find job sharing, knowledge sharing (expert knowledge and career tips), reverse mentoring and lunch dating. We talked with Dr. Elisabeth Keßeböhmer (Head of Human Resources) and Nicole Vogler (HR Manager & Project Manager for Tandemploy SaaS at HASPA) about the great importance of networking in the context of digital transformation, their tool “FlexWorkz,” and their first success stories.

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It’s a Match – Why We Need More “Tinder” at Work

We live in a networked world in which everything is interconnected. We have unlimited opportunities to connect with people around the globe, to find like-minded people and an expert for everything. Professional cross-company networks such as Linkedin allow us to make contacts around the world, around the clock. Why are we still so badly networked within companies? And how can internal organizational silos be reduced? Here’s why networking is the key to almost all processes of digital transformation, and what we should all do more of to improve our careers:

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What is New Work? Buzzword or Opportunity?

New Work

New Work is definitely a buzzword of our time. It shows up in very different contexts. Sometimes it’s about technology, sometimes about the free choice of workplace and time, and almost always about digital transformation. But how does this change our world of work? And what can New Work do for companies? We clear up the myths and provide short and concrete answers to the question: What does New Work mean exactly?
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Flash organizations: matching optimal teams

In this time of social media platforms, a new term comes up every now and then: flash organizations. Very briefly, flash organizations are temporary companies that can be used to quickly and effectively implement complex projects. To do this, optimal teams with the right skills are put together within a very short time. Sounds exciting. It’s reason enough to take a closer look at the “flash organization” model.

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When corporate managers and startup founders change the world of work together.

The best software in the world can only change organizations as much as people and culture allow. That is why at Tandemploy we do not only believe in the tandem principle when it comes to our job: through our new partnership with nextexitfuture, we’re changing and guiding companies sustainably – and with their cumulative startup and corporate experience. Together, the 8 founders of nextexitfuture have an impressive 160 years of experience in large companies: in top management, on executive boards and supervisory boards, and as investors. They know big hierarchical constructs, silo mentality, and the “but culture” of some internal stakeholders like the backs of their hands.

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Leadership in the time of digitalization

Globalization, demographic change, skills shortage, technologization, automation – external factors have changed the demands on companies and thus on managers enormously. But what does that mean for managers? How must leadership look today and in the future? Which leadership do companies need for digital transformation? And what about digital leadership?

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The new Tandemploy format: Yellow Couch Talks

What role do networks play in digitalization? How can the digital transformation be designed effectively and how can employees be helped along the way? What else is there to digitalization apart from the buzzwords? And do we really still need HR?

Every day, we get many exciting visitors at the Tandemploy office. So, we thought we would invite these digitalization experts, role models, New Workers, digital leaders and difference makers to our Yellow Couch and ask them these and other questions. Yellow Couch Talks – our new Tandemploy format for inspiration, questions, and discussions.

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For more diversity in the world of work – The Diversity Charter

We signed the Diversity Charter in September 2018 and are very excited to be part of this wonderful and important initiative. In this article, we explain the goals of the Charter, why we are part of this initiative, and how important diversity is for businesses today. Read more

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Skill Management – Benefits, Challenges and Applications

Knowledge is an important topic when it comes to digital transformation in companies. Good and continuous knowledge transfer brings many benefits and can provide a competitive advantage. Similarly, conscious use of the knowledge and ability of employees is playing an increasingly important role. What knowledge already exists in your company? What skills are there? Which ones do organizations need in the future? And how can they be used strategically? A systematic skill management plan can offer solutions.

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“Diversity, Courage and Ambassadors” – Interview with Tijen Onaran

© Hendrik Lüders

Tijen Onaran is a businesswoman, presenter and speaker. With startup affairs, she advises companies on PR and publicity, as well as on building and maintaining communities, and, with her Global Digital Women initiative, is committed to the networking and visibility of women in the digital industry. In addition, Tijen Onaran regularly publishes as a member of the Handelsblatt Expert Council, as well as a columnist for Lead Digital. She has been appointed to the Faculty Board for Digital Leadership of the Management School St. Gallen and to the jury of the Digital Leader, Corporate Culture and PR Report Awards. Before becoming self-employed, Tijen Onaran worked for members of the European parliament and the Bundestag, the Federal President’s Office, and for associations and a university in leading positions. In the interview, we talked about New Work, “tomorrow’s world of work” and the key skills needed in a digital and connected world.

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Innovation AND efficiency? Organizational ambidexterity

Digitalization is and remains the hot topic. Every day, there are new articles that report on digitalization trends and strategies, on the opportunities and challenges of change. If companies want to be successful these days, they must take action to be able to handle these changes. It’s a balancing act to keep an eye on core business and innovation at the same time.

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From the hierarchy to the network. Why digitization needs new structures.

Digitization is not something that “simply passes by.” What many may have thought (or hoped?) at the onset has been all too clearly refuted. Digitization is here to stay, it’s advancing – and it’s changing organizations and their business models from the ground up.

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Without projects, there’s no innovation: why companies should rely on their own employees.

Projects, projects, projects! They are a driving force for innovation and change, and defining and developing new projects is vital to every company. In most cases, however, project initiation and project staffing are implemented following a classic top-down approach. This is often complicated, expensive, and does not necessarily contribute to a good working environment. In today’s companies, project initiation and staffing can work differently: direct, simple and driven by people. It’s time for a change.

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