How do I conduct a good leadership

Good leadership needs awareness - also being lead well!

Studies on executives are very fashionable, new surveys on leadership are constantly being published, which serve as the basis for theses for various degree programs. And the tenor of the study results is very comparable, the last example is an article in the Handelsblatt from June 14, 2016.

Let's summarize:

F.Executives do not lead, lead in an authoritarian manner, assess themselves completely wrongly, cause demotivation, set unrealistic goals, are selfish, etc.

It seems very simple. You dear managers, you just have to ask your employees how good leadership works - because they, it seems, know how things can go better.

And if things don't go as they should, it's up to you, dear managers.

And it's not going well at all. The good economic data only obscure the view!

Enough irony.

Both groups, leaders and leaders, are subject to the same phenomenon. This phenomenon is not visible when something is going well. It only becomes visible when something doesn't go as it should. And with it quite often.

The phenomenon is called: Unconscious expectation

Managers expect processes and methods to be formulated in such a way that the people who work with them do not make mistakes. As a consequence, these processes and methods have to be refined more and more or the employees or colleagues in the neighboring departments or the hierarchically higher-ranking managers are incapable or even stupid.

Employees expect the same. As a consequence, either the processes and methods for the colleagues, especially in the neighboring departments, have to be specified, or the colleagues, especially those I don't even know, are incompetent or just stupid. Or the superiors who are responsible for the processes.

There are many quotes on this from many years of cooperation with managers and employees in our training practice.

The consequences resulting from the named phenomenon could only then be reduced or even avoided. If managers and employees were more aware.

Here is a quote from a top manager after leadership training:

"Only now did I understand why I had to attend the many leadership training courses in my professional life."

Creating awareness is therefore a top priority in our events. What does that mean?

It starts with making the participants aware of their own mismatch. This is not so easy, because this makes mistakes in thinking, adopted ideas of others, unchecked beliefs and prejudices of the participants visible and initially leads to resistance in normal people.

For too long these ways of thinking have been viewed as normal to be thrown overboard on demand. And too often the participants in your social environment have been confirmed in their opinions. Over-adaptations to group opinions, interpretations without alternatives, selective perceptions, self-fulfilling prophecies and other phenomena of human thought and behavior that can be read in organizational psychology have created a solid picture of themselves and others over the years, the validity of which leaves no room for doubt.

Perception consists of events outside the body plus their interpretation, the latter is an existential function and therefore cannot be prevented.

Without awareness of one's own interpretation patterns and the resulting behavior, the reaction to events outside of our body is given and there is no alternative.

It is inevitable that both executives and employees use interpretation patterns that have not been checked for their validity in the professional context, but (above all) emerged in childhood and adolescence.

Let me give you two examples that also represent simplifications for better understanding:

An employee who did not experience any limits being set by his parents in his youth will experience instructional behavior from his manager as inappropriately authoritarian behavior.

If he becomes a manager himself, he will probably display the “laiser-faire” management style and hardly give the employees any structures or goals.

Conclusion:

We have it open in day-to-day management both sides to do with a lack of awareness.

However, this may “work” well in many cases.

Nevertheless, increasing awareness makes it possible to develop alternative patterns of interpretation and behavior and thus to act more appropriately in the respective context.

It is to be expected that this will increase job satisfaction and engagement. This would then be visible in the Gallup Engagement Index in the form of real improvement, that is to say: a significantly higher proportion of committed employees.

The proportion has remained almost unchanged at around 15% since the beginning of the survey.

Talk to us if you want to further develop the corporate culture that is decisive for employee engagement.