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Organisational Development in the Leader’s Shadow (Part 5): there’s always room for improvement, and now there’s a reason to do it

The Expert type’s way of thinking about development is very clear and objective: you have to develop throughout your life. They need to expand their knowledge and professionalism, and age cannot stop them. Because they concentrate on a specific professional field and become true experts in it, they build up their own systems to maximise their potential, but a crisis can still present them with serious challenges. After all, the system that is already in place may not work as well as it used to. In this situation, they have two options: either they rush in and try to find ad hoc solutions to the stressful situation, or they seek the right support and do not embark on any major development on their own.

General Expert Development Principles

The general principle is development itself. Although it should be added immediately that it is best to do this at your own pace, without outside interference or coercion. In other words, they develop their company in their chosen field and make it more and more professional. They usually do this quietly, not wanting to create a big newsworthy image of the company’s achievements and development, because they consider it an unnecessary Individual gimmick. They also tend to say less about their company and their own success, and their business partners and acquaintances are often surprised when they are actually confronted with the achievements of the decision-maker concerned. This is why their company develops more slowly, because in all cases, professional content must take precedence over the image and communication of the company, and they never deviate from this principle. It also works for them because they expect feedback only from the professional community and accept praise from there. Expert decision-makers also pay attention to the development of their own colleagues; for them, the development of people is the key to success, which is why professionals who want to do so usually end up at an Expert company and stay there in the long term. They want to improve all the time, which is why there is a lot of competition within the company, and if someone falls into a rut or tries to cover up their lack of work by communication, they will not stay with an Expert decision-maker. This is why colleagues are under constant pressure, and those who are unwilling or unable to progress professionally quickly realise that communication alone is worthless. Little is usually known about the company’s progress to outside observers, since an Expert does not talk much, but rather listens and gathers information, then checks and filters it. Thus, they cannot be misled in business circles in the long run.

2022-2028 – Expert evolution

This is their period in general. After all, in a turbulent world, everyone is looking for professionally stable, reliable solutions that avoid blowing things up and distorting the facts. If the Expert frontrunner can move beyond the need to tinker with their well-established system and stop trying to succeed with what they already have, they will quickly find that market expectations and trends favour them. Of course, they will need to innovate, and it’s not a bad idea to get external support, because alongside Expert decision-makers, there are usually Expert colleagues who are not known for creative solutions either, and these can be worth a lot in the marketplace right now. In short, a company with an Expert approach cannot lose much in the current crisis, but can gain a lot. But to move forward, they too need to get out of their comfort zone.