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Text comes from the book: “The Infinite Game: Strategies for Lasting Success” (2019), Find Your Why: The Practical Guide to Your True Purpose ”(2018), Good bosses eat last: Why some teams work - and others don't” (2017), Always ask first: why: how top companies and executives inspire success ”(2014), published by Münchener Verlagsgruppe (MVG), reprinted with the kind permission of the publisher.

Here writes for you:

Simon O. Sinek is a writer and management consultant best known for his Ted Talk. Sinek began law studies at City University in London, but dropped out to work in the advertising industry and later graduated with a degree in cultural anthropology Brandeis University. He lives in New York, where he taught strategic communications as an instructor at Columbia University in 2005/2006. Sinek's first TEDx talk on "How Great Leaders Inspire Action" is one of the most watched TEDx videos on TED.com. Sinek is a writer for The New York Times and The Washington Post.

Bad managers, good leaders: With personality and empathy

successful Company are often led and rarely managed by great leaders. There are reasons for that.

Won the battle but lost the war

On the morning of January 30, 1968, North Vietnam launched a surprise offensive against the Americans and their allies
Armed forces. Over the next 24 hours, over 85.000 attacked
North Vietnamese soldiers and Viet Cong units target over 125 targets across the country. The American troops were absolute
unprepared. Some of the commanding officers weren't
once at her post when the attack began. They celebrated Tết in
the nearest city. The so-called Tết offensive took its course.
Tết is the beginning of the lunar new year and for the Vietnamese
a holiday as significant as Christmas in the western hemisphere. And how there was the Christmas peace in the First World War
There is a decade-old tradition in Vietnam that this day is not
was fought. But because the North Vietnamese leadership is one
Saw an opportunity to take the American armed forces by surprise
and to end the war quickly, she decided to break with tradition and planned her surprise offensive.

The amazing thing about it: the United States was able to repel every single attack. Every. What's more, they noticeably decimated the attackers. When the biggest rush was over - about a week after the first attack - America didn't even have it
1000 soldiers lost. North Vietnam, on the other hand, had over 35.000
To lament the fallen. In the city of Huế, where the fighting dragged on for almost a month, 150 American marines died, but an estimated 5.000 North Vietnamese.
An in-depth analysis of the entire Vietnam War paints a remarkable picture. In fact, the Americans won the vast majority of the battles. Over the decade that US forces fought in the Vietnam War, 58.000 Americans were killed.
North Vietnam, on the other hand, lost over three million people.
Transferred to America in 1968, that would have been the equivalent of 27 million deaths.
The question arises: How can it be that almost every country
Battle decides for itself, the enemy decimated and yet the enemy
Loses war?

Why are managers so popular?

I don't know of a single case in which an organization is through her
Management was led out of a crisis. Without exception, all of them were rescued by leaders. Still concentrated
still a large part of our training centers and
Courses to train effective managers instead of people
Develop leaders. Short term gains
are the measure of success, long-term growth and viability of an organization fall by the wayside.

This is not meant to be some new theory about proper leadership and its rationale. My goal goes far beyond that. I want the world
do better. I have a clear vision: a new generation of
Engage women and men who understand that success or
An organization's failure depends on great leaders, not good managers.

Employees come first

Executive staff must have absolute priority. In armed forces like the US Marine Corps, there is a strong organizational culture, shared values, and a clear understanding of the importance of teamwork, mutual trust, and focus on one goal; Most importantly, the armed forces understand that people and
human relationships are essential to the success of the mission
are. You have also taken on a task where failure can cause disaster. The failure of the
Mission is unthinkable. There can be no doubt, they are
People who make our military so successful.

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If you watch marines gathering food together,
you will find that the candidate officers are served first
will be, but the longest serving officers last. If you like this
Following the ritual, you will also realize that no orders are being given. Marines just do it that way. And this behavior
shows us what leadership means in the Marine Corps.
Marines officers are expected to be the last
eat because the price for leadership is willingness to do that
subordinate one's own needs to the needs of others.
Great leaders have a sincere interest in the welfare of those they are allowed to lead and recognize that the price is for
the privilege of leading the setting aside of one's own interests

Managers need to know the purpose

An organization is only successful if its leaders understand the real purpose of the organization - "the why". This knowledge is important in understanding the phenomenon that makes some organizations more successful
are than others. But what exactly does lead mean? It is not enough to know "the why"; You need to know and take note of the people in your organization
assume that they are more than expandable resources. Professional
Skills alone do not make a leader; Good leaders need to have a real interest in the people who do
are entrusted to them.

Clearly, good management is not enough to run an organization
secure long-term. Because there are well-founded reasons why some organizations take short notice
are successful, but ultimately fail: The management has not managed to create a corporate climate in which the human factor really counts. As Simon points out, organizations are
long-term successful in both good and bad times,
when their staff share values ​​and are valued.

Protection from above

A thick layer of cloud shielded any light source. There were
no moon and no stars to be seen. Everything was black. The unit slowly worked its way up the valley, which made rocky ground
it is impossible to move forward faster than a snail's pace
move. What was worse, they knew they were being watched. Everyone was nervous.
It had not been a year since the terrorist attacks on
September 11. The Taliban government was only recently overthrown,
following a massive attack by US forces following the
Refusal of the Taliban, Osama bin Laden, the leader of al-Qaeda,
to deliver. At that time, many commando operations were carried out in the combat area, which are still kept secret today. The unit was one of those special forces on a secret mission.
We only know that the unit with 22 men deep in enemy territory
operated on and recently caught a target who was affected by the
Government was labeled a "high value target". They now worked their way through a deep valley in a mountainous part of Afghanistan in order to make the high-quality destination a safe haven

Above the thick cloud cover
that night circled Captain Mike
Drowley, also Johnny from his call signal and nickname
Called Bravo. Apart from the buzzing machines, it was completely quiet and peaceful up there. Thousands of stars twinkled on
Sky, and the moon lit the top of the cloud like that
strong that it looked like snow had fallen. It was

No other choice

Johnny Bravo and the pilot of the escort plane circled in theirs
A-10 machines, ready to step in when needed on the ground
became. The A-10, affectionately known as the warthog, is technical
seen no fighter pilot; she is a ground attack aircraft. she is
a relatively slow, armored single-seater designed to provide close air support to ground forces. She is not that fast
and not as sexy as other fighter jets (hence their nickname),
but it does its job efficiently.
The two A-10 pilots in the air and the ground forces would have it
preferred to keep eye contact. It builds the soldiers' self-confidence when they see the planes in the sky and know that they are protecting them. And it gives the pilots the security
that they will be able to help if necessary.

But in view of the thick cloud cover and the mountainous terrain, the only way they could ascertain the other's position was through occasional radio contact. Without visual contact, Johnny could
Bravo didn't see what the troops saw, but he could get out of
what he heard over the radio infer how they felt. And that was enough for him to take action.
Following his instincts, he decided to take a dive, that is, to drop down through the cloud cover to see what was going on on the ground. It was a daring maneuver. The thick, low-hanging cloud cover that storms in
of the region and the fact that Johnny Bravo is diving into a valley
would, although his field of view was restricted by the night vision device, made flying blind through the clouds a most dangerous undertaking for even the most experienced pilot.
Nobody had ordered Johnny Bravo to do this risky maneuver
perform. At most he would have been ordered to see the events
follow closely and intervene when called for help.
But Johnny Bravo is not like most other pilots. Though he was thousands of meters above them in a safe cockpit
found he felt the great restlessness of the men below. Despite the danger he was putting himself in, he knew the dive was necessary
was. For Johnny Bravo that meant that he had no choice
would have.

What makes real leaders

And then, just as he was preparing, through the clouds
diving down into the valley confirmed his vague instincts. Three words came through the radio. Three little words
who make a pilot's blood clot in the veins: »Troops
have contact with the enemy. "
"Troops are in contact with the enemy" means someone down there
in trouble on the ground. It's the paging that the
Use ground troops when attacked. Even though
Johnny Bravo heard these words many times during training
he heard the "Troops are in contact with the enemy" in this one
Night, August 16, 2002, for the first time in a combat situation.
Johnny had found a way to get into the men on the ground
to put into it. To feel what they felt. With every training flight over the combat area, he left the scene from the film The Soldier
James Ryan walk in front of you, in which the Allies landed on the beaches of Normandy on a stormy night. He posed
imagined the landing craft's ramp falling and the men wading to the beach under German fire.

The bullets whistled around them. Stray bullets hit the steel shell of the
Boats. There were the screams of those who were hit. Johnny Bravo was calibrated to visualize this scene every time
he heard the radio call "Troops are in contact with the enemy". With this
Vividly before his eyes, Johnny Bravo responded to the call for help.
He instructed the escort aircraft to fly close to the cloud cover, announced his plans to the flight controllers and the troops on the ground, and dived his aircraft into the darkness.
As he passed the layer of cloud he was tossed wildly back and forth. A hard push to the left. A sudden air hole. A jerk
To the right. In contrast to civil aviation aircraft,
with whom we fly, there is no consideration in the A-10 planes
Taken at the convenience of the occupants, the aircraft therefore jumped in the air and was shaken severely as it passed through
the cloud cover appeared.

How to deal with unfamiliar situations

When Johnny Bravo plunged into the unknown without knowing
whatever awaited him, he concentrated on his instruments, the more so
to include as much information as possible. His eyes wandered
from one measuring device to the next, interrupted by brief glances through the windshield. Altitude, speed, course, and
again the windshield. Altitude, speed, course, windshield. "It. Got to. Good. Go. Please. It. Got to. Good. Go. Please, ”he whispered.
When he finally broke through the cloud cover, he was barely 300
Meters above the ground in a valley. He had what to expect
Never seen it before, neither in training nor in the cinema. From both
Enemy fire came from the sides of the valley. Massive barrage. It was
so intense that the traces of light - the streaks of light that followed the spheres - illuminated the entire area. Bullets and grenade fire aimed in the middle, everyone shot directly at the special unit,
Which lay pinned down deeper in the valley.

In 2002, the on-board electronics were not as mature as they were
today. His instruments couldn't keep Johnny Bravo from hitting the mountainside. What was worse was that he
old Soviet maps had relics from the invasion of Afghanistan in the eighties. But he wouldn't take the troops under any
Forsake circumstances. “There is a worse fate than that
death, ”he would find out later. “A fate worse than
death would be the mistaken killing of one's own comrades.
It would also be worse than death to come home unharmed when 22 others have fallen by the wayside. "
And that's why Johnny Bravo began to count on that pitch-black August night. He knew what speed he was flying at, and
he knew the distance to the mountain slopes. He made his own quickly
Calculations, then he counted the seconds aloud to him
The impact on the valley wall remained. “One thousand, two thousand,
three thousand ... ”He aimed his gun at a point
from which a large number of enemy bursts of fire were fired,
and pulled the trigger on his Gatling automatic machine gun. "Four thousand, five thousand, six thousand ..." As him
ran out of space, he pulled the stick and made a sharp one
Turn. Its engines roared as he plunged back into the clouds to avoid colliding with the mountains. His body was pressed into the pilot's seat by the acceleration of gravity,
when he started the next round.
But the radio stayed silent. It was an unbearable silence. Did that mean his bullets had done nothing? Meant
it that the radio operator had been incapacitated? Worse,
did it mean the whole squad had been knocked out?

Just did the job

Then the radio call came. »Direct hit! Direct hit! Keep it up! ”And he
continue. He flew a second lap, counting again so as not to
crashing into the mountains. “One thousand, two thousand, three
a thousand ... ”Another sharp turn, and then another
Passage; another one; and another one; he landed good hits and
had plenty of fuel. His problem was that he was running out of ammunition.
He steered his plane up through the clouds, back to his
Escort plane still circling above the clouds. Johnny
Bravo quickly instructed his partner how the situation was downstairs,
and then just said to him: "Follow me." The two A-10s plunged into the clouds, wing to wing, one meter apart.
When they emerged from the cloud layer, less than 300 meters above the ground, they launched joint attacks. Johnny Bravo
counted, the escort pilot followed him and fired. “One thousand.
Two thousand. Three thousand. Four thousand ... ”a cue, and the two planes made turns with extreme acceleration; and they went round and round, again and again. “One thousand. Two thousand. Three thousand. Four
one thousand. "
That night 22 men returned to the base. There was none
American losses.
The value of empathy
That August night, Johnny Bravo risked his life to give others a chance to survive. He did not get a bonus payment.

He was not promoted and received no award in front of the assembled troop. He didn't seek undue attention, he didn't need a reality TV show to put his merits in perspective. For Johnny Bravo it was easy to be
"JOB," as he put it. The greatest reward for his
Service was meeting the people he met that night
had provided such excellent air support. Although they are
had never seen before, they hugged like old friends,
when it finally came to that.
When we work in hierarchical structures, we want the
People at the top see what we've achieved. We stand out to earn recognition and a reward. Most measure their success by the attention they get from the top of the hierarchy. That is a
System that only works as long as a certain superior,
who guides us, stays in the company and does not put excessive pressure on us
feels from above - but that is exactly what can hardly be avoided in the long term. Johnny Bravo and his ilk are not motivated by top-down recognition to succeed and serve the interests of the organization; they are essential components
a culture that promotes self-sacrifice and service to the cause
and in which protection is offered at all organizational levels.
There is something, according to Johnny Bravo, that gives him the courage to venture into the unknown
to push forward, sometimes knowing that he might not
will return. It is probably not what you are expecting
would. As valuable as it was, it's not the field training. Despite
of all the training courses he went through, it is also not his training.
And as extraordinary as the technical devices are that he
had available, neither are his aircraft and sophisticated systems. It's not the technology he has at his disposal, says Johnny Bravo, it's his empathy that enables him to do his job or risk his life for others.

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