Leadership work needs concrete goals, too. The MLI Leadership Compass arranges nine leadership goals in three groups: for the C-level, for general leadership topics and for leadership talents. Each goal is phrased as a question that a program can be aligned to and measured against.
Leadership formats easily fizzle out when they cover a topic but there are no criteria for their impact. The leadership compass helps select suitable goals and make them concrete. Where the focus goes, attention and energy follow.
C-level Shaping the future and securing progress
07
Strategy with foresight
How do you recognize relevant developments early and translate them, for your own area of responsibility, into a strategy that makes a real difference?
08
Mastering the AI transformation
How do we make the AI transformation shapeable in human terms and turn technological possibilities into concrete competitive advantages?
09
Focus and results orientation
How do we establish a leadership rhythm that sets clear priorities and reliably produces results?
General leadership topics Creating the conditions for peak performance
10
Developing high-performing teams
What are the success factors of high-performing teams? And how can leadership influence them concretely to achieve motivation, structure and a focus on results?
11
Performance culture
How do you recognize and measure social dynamics? And how can people in leadership, through their behavior, bring about constructive and willing collaboration across departmental boundaries?
12
Strengthening inner clarity and resilience
What drives me as a leader, and which principles help me hold my course even under pressure?
Leadership talent Leading people and teams effectively in everyday work
13
Shaping moments of truth
How do I communicate so that messages land, difficult conversations succeed and clarity emerges?
14
Creating ownership
How do I delegate responsibility without losing control, and create commitment to promises and results?
15
Unlocking potential
How do I deploy people according to their strengths and connect their development with their contribution to overall success?
Where this approach reaches its limits
Nine goals are a selection, not a complete model of leadership. They bundle what leadership teams work on most often in our programs. Technical competence, compliance or the steering of individual functions do not appear, although they shape leadership as well.
The compass gives direction; it does not measure. Whether a program achieves a goal only becomes visible in the survey before and after and in behavior in daily work. Anyone who works through the nine questions as a curriculum ends up with nine topics, but not with changed leadership behavior.
And the goals only work if the company makes them its own. If an organization adopts the wording unchanged instead of adapting it to its strategy and its language, they remain foreign words.