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In Organisations, there are an increasing number of leadership situations, in which hierarchic orders alone do not work any longer. Complex situations require a quick grasp on all levels, a fast coordination between the departments as well as decision processes on the basis of negotiations.

The concept of the lateral leadership offers a frame of understanding and definite starting points to deal with the increasing requirements in an adequate way.

Important elements for the lateral leadership are communication, trust and power:

How do you negotiate aims and goals?
How do you consider the different interests of the stakeholders?
How do you develop trust and acceptance?
How do you change the rules of collaboration?
How do you include structures and games of power, and how do you use them?

Moreover, managers are much more effective, when they are able of double-handed management (ambidexterity). On the one hand, there are all integrated forces like the promotion of team spirit, compromises, and trust. On the other hand, there are all generating forces like heterogenity, conflicts, and arguments. The decisive factor is to deal with both sides in an adequate way depending on the context.

Lateral leadership and double-handed management are models used by us for our consulting services, trainings and coachings. They are elements of the iterative consultancy.