Leadership in the team: Sociable company
Teams at the top of the company are a world of "unsocial socializing" - in the dilemma between the need for community and the tendency to separate. Immanuel Kant wrote this in the 18th century and that has not changed significantly to date, essentially asking 3 questions:
- Why is it difficult for company leaders to lead an organization together?
- What does it take to use the existing intelligence of a leadership team to make better decisions for the joint success of the company?
- Are new ways of working such as scrum, holocracy, design thinking only trends that work together at eye level only?
5 tips for better collaboration
But how can leadership work in a team - without the labels of digital anglicisms? 5 tips and theses at a glance:
1. Team-oriented work needs team-oriented bonification!
Those who demand team performance and incentivize individual performance will not get this change transformed. In the end what counts is the bottom line. The affected employee and the overall context of the company. Extrinsic motivation in the form of bonuses was and is an optimization on the control of the monetary success for individual employees and not automatically for the overall success of a company.
Individual Bonification controls individual success, promotes lone fighters and classifies them into lists of competitors in an organization. However, in our digitized world, this corporate culture will be lagging behind those who can translate their knowledge collectively, smarter, into faster and more efficient solutions.
Companies such as Infineon, Bosch and Lufthansa have recognized this necessary change. For example, managers are measured from Lufthansa to 70% of net income and 30% from the result of their own business. This promotes the interest of the joint success and reduces the walls between the individual areas.
2. Team-oriented work needs conflicts!
Each area has a different view of the business world. It is natural that salespeople find the truth different from their customers' challenges, rather than a production that gets into delivery problems with cautious sales planning in the face of unexpected customer demand.
It is important to discuss the emerging conflicts emotionally in order to solve this situation together, rather than to stifle them by means of blame or refusal. Conflicts help illuminate aspects that are otherwise deliberately or unconsciously blown out in order to obtain an apparent security for decisions.
3. Team-oriented work needs respect!
Everyone desires respect for themselves. A self-evidentness, which is very easily attributed to itself and perceived by its own blind spot. Every meeting with colleagues and employees proves us daily how difficult or unconsciously we deal with others with disrespect.
In the meeting rooms, posters gently point out improvement to us through effective meetings with platitudes such as “making excuses”, “punctuality”, “active listening”. Even if this was worked out in working groups with a lot of commitment and accompanied by executives as sponsors with external support, such "rules and regulations" very quickly lead to disillusionment. Often because colleagues take it for granted and look very tolerant of their own behavior.
4. Team-oriented work needs self-leadership!
“Why should I change and certainly not by others? I've done it well in the past. If my environment, my colleagues, and employees made a little more effort, I could be much more respectful and trustworthy. I can only change when the others change. ” This interlinking of relationships is the hope that the solution to the problem lies on the outside and never on yourself.
The likelihood of being responsible for the change itself and pushing it forward is the more effective lever. One does not depend on others. Without a cooking recipe, no cooked food will be cooked. And the way something is cooked, with what surrender, your own will, determines the success.
5. Team-oriented work needs courage!
If collaboration takes place on an equal footing, it takes courage to engage with different ways of thinking and approaches of different team members. This requires an advance of trust with the willingness to see mistakes as an opportunity and not as a flaw. Not descriptive in the sense of "that's how it is" or normative, "that is how it should be" leads to the goal, but curative, "how about if" as an invitation for a solution, even if it is not your own.
Regardless of trends, tools, methods in times of increasing disruption of all industries, win Company to competitors who manage to use their collective intelligence as potential in order to be prepared in good time for necessary answers to future decisions. Relying on the wisdom of individual executives in times of increasing complexity may be easier and easier for top executives, but endangers the future of successful companies with the trained patterns of the past.
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German edition: ISBN 9783965960572
English version: ISBN 9783965963122 (Translation notice)
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