From the author:
Manager as role models?
Can managers, a profession that is badly shaken by the financial crisis and other incidents in its image, still play an exemplary role today? Or should one say goodbye to (false) role models in management days?
A brand-new theme
Even at that time the waves beat up after the publication. With his refusal to the role model of management, management consultant Sprenger had heated the minds and not only encouraged his adviser colleague Klaus Doppler, who publicly replied in the next issue, to a reply.
Numerous executives strongly disagree with Sprenger when he claims that today's managers can do without authenticity in the best way possible, separate work and private individuals and instead inspire them to be unique and individual - in order to then "capitalize" on these desirable characteristics.
Can managers not be role models?
At a time when the Chancellor has to protect himself against the accusation of weak leadership, the image of managers after the financial crisis is so damaged that the whole profession is subject to greed and exploitation and the call for ethical action by those responsible in business and Society is getting louder and louder, Sprenger provokes by trying to do away with the “role model expectations”:
Finally, executives are also only human beings. How much example can be how much role model must be the boss? In the following, we will try to shed some light on leadership and role models.
These 1: role models in the executive days have not been worn out!
While in recent years buzzwords like CSR have demanded the responsibility of companies and entrepreneurs as not only ecologically and socially but also economically only promising strategy and in the course of the economic crisis and unemployment the demand for moral and sustainable instead of exclusively profit-oriented drivers is raised Author Sprenger the “manager as a role model” for a phase-out model:
Every boss is an example!
It contradicts the development of independent employees and the respect offered to the individual. On the other hand, it can be said that every boss - whether he wants it or not! - A role model, because man tends to imitate: Any behavior of the supervisor, whether positive or negative, sooner or later finds itself among his employees.
Another response to sprinklers in the SZ sums it up: “The late comer, the tight-fisted, the today-here-tomorrow-Dortmunder - all will at some point be found on the lower levelsspiegelt see. And primarily by employees who believe that this makes it easier to make it to the upper levels. By the way, this is called corporate culture ”
A bad boss beats down!
Marriage leaders with sprinklers, therefore, for the well-being of the company gladly throw over all forms of dealing, any respect and ethics, they should clear the consequences.
Consider it: As a leader, you stand on a stage every day. By acting as a role model, you will be perceived to have a significant impact on how your employees behave!
Thesis 2: Managers are committed to the good of the company - so it is important to be a role model!
As a rule, executives in the economy have to be measured by figures: growth and development are essential factors in the competition for markets, in order to secure the future of a company in the long term.
The image of the “tough” manager cannot be killed
Consequently, managers need to think strategically, decisively and decisively, and enforce. So many of the qualities such as sense of responsibility, authenticity, and fellow-humanity hold for negligible luxury!
Managers are committed to the company - that's correct. However, the capital of the company is not only in goods, real estate and financial values, but also in the know-how, commitment, loyalty and dedication of its employees.
Good employees pay attention to company culture!
And today, despite the job market crisis, they are paying more attention than they did thirty years ago when looking for a job, where they feel they are in good hands with their own values, where personality and job fit together, development opportunities exist and "corporate culture" is not just an empty phrase. But it depends on the boss - and therefore the assumption that his loyalty to the company on the one hand and to his employees on the other hand is a contradiction and is mutually exclusive is not correct.
Establish a corporate philosophy in which your employees can find themselves as people - not just as a "capitalizable" economic factor. This is essential for the success of your company - and it will even relieve you in the long term (see our blogs on corporate culture, entrepreneurship, etc.)
These 3: role models create independent employees!
Executives are in agreement: self-initiative and independent action are high on their wish list for the qualities of their employees. The desire to present by the employee as an entrepreneur in the service of the company is as old as it is in itself contradictory:
For while entrepreneurship and self-initiative are consistent with the basic value of respect for the individual that most societies share, it is not easy to reconcile with the conditions of work. The majority of people sell their labor power in exchange for material remuneration and thus act in their own interest.
Self-teaching must be encouraged
From a material point of view, the interests of the company are only of importance to the employee to the extent that they secure his job. At home and at school, we are initially mainly encouraged to make adjustments - overall, therefore, no ideal conditions for developing into an “employee as an entrepreneur.” It is still possible, however, if the boss sets a good example and sets an example.
Keep in mind that self-initiative and entrepreneurship are only a few people in the cradle: many are simply overwhelmed by this claim. It is not enough to call for self-employment, but you can promote it: by being an example!
These 4: Authenticity is not a discontinued model!
Only those who believe in themselves can believe in others, only those who can motivate can motivate others, and only those who can fill the concepts of authenticity and credibility with life can gain long-term authority without acting authoritarian.
Whoever sows respect, will reap respect
It is true that executives are not “better people” than others - they are “simply people” and therefore neither infallible nor wrong about wrong judgments, fatal decisions and serious errors.
But those who show respect for employees, who demonstrate greatness by confessing errors, asking for apology, praising others or accepting consequences for a mistake, thereby gain respect for themselves.
Competent management cool figures
And it is this respect that distinguishes a competent leader from the coolly calculating number juggler and ultimately the difference between a loyal workforce and one in which everyone is just waiting to get the rider who appears to be firmly seated in the saddle.
It's not about being free from mistakes as a moral authority removed from reality: what matters is how to deal with weaknesses and errors. Anyone who knows how to lead with style, charisma and confidence can do without authoritarian behavior - and can rely on the support of his team even in times of crisis.
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German edition: ISBN 9783965964365
English version: ISBN 9783965964372 (Translation notice)
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