Leadership development: Why executives succumb to change

About leadership and navigation in times of constant change
In order to cope with the constant changes, managers are extremely challenged - sometimes even overtaxed. In their quest to adapt their organisation to the changes and achieve a high level of efficiency, they forget how they can better manage themselves and adapt to the permanent changes. False and dysfunctional beliefs often lead to a dead end.

The main reasons for the failure

The sheer overwhelming complexity of working life today is certainly one of the greatest challenges for managers. Which changes have which effects can no longer be planned and thus unpredictable. The old paradigm of controllability of systems becomes obsolete in view of the abundance of mutually influencing variables. Every day, managers are bombarded with countless incidents that leave no time for pause and reflection. On the one hand, it is the pure quantity of topics mixed with interdependencies that make planning and overview so difficult.

In addition, especially for internationally active executives, there is the necessity of constant accessibility and communication. In the past, it was possible to start the day with targeted planning, but today many start with their first "online-call" or "virtual meeting" at 8 am. For the manager, however, this means very long attendance times, because the colleagues from the States also want to be "picked up", usually in the late afternoon and into the evening. And so emails, messenger services and text messages arrive almost 24 hours a day on a regular basis. The manager, for her part, therefore implicitly expects employees to be available from early in the morning until the evening hours, even if she would not say so explicitly. However, employees are increasingly demanding autonomy and self-determination. It is best to work wherever and whenever possible - after all, only the results achieved count. However, the speed of communication determines the chances of making the "deal" or not. A dilemma. The market is moving ever faster, but at the same time people are (rightly) demanding more self-determination.

The expectations of customers are increasing to the same extent. The incredible dynamism in the markets means that managers are faced with customer expectations that they can hardly meet with their efficiency-focused workforce. The thinning out of personnel with simultaneous relocation to "third regions", the increase in complicated processes and the bloating of organisational structures (keyword "matrix") tend to lead to slowness and slowness in answering inquiries, offers or the execution of measures. The crux is: Viewed in detail, the respective measures make sense, but in the overall context they miss their purpose and thus their effect. To cope with these imponderables, managers understandably react with the desire for increased communication, which leads to countless meetings, and the expectation that employees are also available during off-peak times and at weekends.

Why mind-set makes the difference

Many top managers are incredibly well qualified: excellent training, studies, MBA, experience abroad at an early age, rapid advancement with corresponding qualification measures, continuous challenges in a new position every three years, often raise the awareness among senior executives in particular that they are an outstanding, efficient manager who has "cleaned up all waters" and knows the answer to most situations. The implicit belief in this efficiency and controllability of things can immediately be the biggest derailing factor in their careers. Because he/she is confronted with the search for meaning on the employee side. And not only with Generation Y. Many people today ask about the importance, the meaning and purpose of work for them. They look for self-determination and balance between private and professional matters. They want the best possible fit between their individual abilities, their personality and their job. When existential needs have long since been satisfied, other wishes come to mind. Finding a good balance here is the real challenge for today's managers.

However, managers cannot make sense to their employees if they do not see it in their work. A rational, logically derived explanation of why one works is then no longer sufficient and convincing. If you really want to reach people, "walk the talk" is perhaps more important than ever before. Working until you drop for the status, car and money of the Golf generation becomes obsolete when "one" can afford a lot anyway and space for other values comes into play. The speed of the markets, the desire to make increasing complexity "manageable" with even more work, undoubtedly leads to an acceleration trap. To want to control and predict the uncontrollable and unpredictable, as well.

Conclusion:

So before you want to lead employees, you should clarify a few points for yourself: Who am I really? Where am I from? What do I want? What makes sense to me? What changes through my work and that of my employees? What is the overall purpose of our task? What will we have changed in the world when we have finished our task?

Leaders should create a common meaning that makes a real difference: the ONE places stupid stones on top of each other while the OTHER builds a beautiful cathedral. The ONE bakes rolls while the OTHER works on the perfect morning, HE cuts hair while THEY saves the next "date" by doing what she does. To harmonize head, heart and hand is essential to be authentic and congruent. The paradigm of efficiency changes into the paradigm of wholeness and holism.

If you are interested in further facts and concepts on how you can qualify your managers for the current challenges at individual or organisational level, simply contact us.

With our balanced leadership approach, we are happy to support you in the development of your managers at individual, team or organisational level.