The Leaders Power Nap

No time to discuss and reflect on current approaches in leadership theory and organizational development? Then THE LEADERS POWER NAP is for you!

This column is aimed primarily at leaders who often find little time in their day-to-day work to engage intensively with new approaches. That’s why THE LEADERS POWER NAP is perfect for a short break. Current approaches and ideas are presented, critically scrutinized and tested for their practical benefits. A deliberate 10-minute break – for reflection, inspiration and insights into effective leadership.

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Articles

03/2024 | 2^nd October 2024

Hypocritical Optimization

How Striving for Structural Improvement Hinders Team Success

Abstract

Clear structures and processes, standardization, and well-defined roles and responsibilities have long been the hallmarks of optimization, promising greater efficiency and better results. So how is it possible that kindergarteners, without strategy or defined roles, perform significantly better in scientific experiments than analytical lawyers or strategically trained CEOs? Research and practice paint a different picture: it is not structures and processes themselves but shared norms and soft factors like trust and safety that enable teams, regardless of their individual skills, to collectively exceed expectations. The desire for structural or procedural optimization often represents what I call a hypocritical optimization: the conscious or (more often) unconscious attempt to solve deeper issues, such as a lack of psychological safety, through structural changes while neglecting human needs. No matter how lean and well-optimized processes are, they only unleash their full potential when team members truly stand behind them.

02/2024 | 26^th June 2024

Back to the Future of Leadership

Dealing with Authoritarian Desires

Abstract

More and more employees long for leaders who provide clear direction — or so the theory goes. But where does this „yearning for a strong hand,“ as the Handelsblatt titled in March 2024, come from – and what does it mean for leaders? While the „global caste of strongmen,“ a type of man or woman who seemingly has clear answers to the challenging issues of our time, Spiral Dynamics offers a deeper explanatory approach for the yearning for authoritarian leadership. The root of this desire is the subjectively perceived vulnerability of individuals or organizations within a crisis. Instead of following this cry for help unreflectively, leaders should understand its origin to take targeted actions and ensure that they support employees and teams in uncertain times, truly „leading through the crisis.“ Spiral Dynamics provides a pragmatic foundation to initiate a personal development process, reflect on one’s behavior, and deliberately evolve one’s leadership style in line with the organization. This approach helps leaders manage unforeseen situations effectively in the future.

01/2024 | 9^th April 2024

Why Germany Should Not Be a Country of Work

A Call for a Paradigm Shift

Abstract

„What do you take care of in the organization?“ Most employees are unable to answer this question. They do not know the influence of their work on the success of the organization. It is hardly surprising that this fact is not very motivating. Germany is a country of work. That is the common saying. However, work motivation has been declining for years. Organizations and their leaders are facing major challenges. How can employees be motivated? In Germany, the paradigm that hard work pays off persists – the greater the input, the greater the output. And yet the figures tell a different story. At the same time, the workload of employees is increasing, particularly due to the number of hours worked. It is time for a paradigm shift. Germany should not be a country of work, but a country of results. Employees who know and understand their contribution in the thicket of the organization have a stronger sense of commitment and belonging. The feeling of being an important part of the whole is a significant motivating factor, but requires a fundamental understanding of one’s own influence on the success of the organization. It is up to managers to create this understanding.

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