Compassion in the tough business environment? Seriously? Sure, there are corporate social responsibility activities that cover this part in companies’ annual reports. But what about compassion in the daily world of work? In terms of hard performance indicators, this seems more of a luxury or even a hindrance to doing tough business. But is that correct?
We no longer rely on the large heavy tankers, which can carry a lot of cargo but can hardly change course if required. Projects should act like nimble speedboats: bring the cargo to its destination within a short time and, if necessary, adjust the course quickly and adaptively. The Admiralty should impose less structural regulations on the fleet – decentralized responsibility is the credo. But how do you make sure that the armada still travels in the desired direction and doesn’t get lost in all winds?
“Youth loves luxury these days. They have bad manners, despise authority, have no respect for the elder and chats instead of working.” Who hasn’t heard something like this or thought it? We work ourselves to the bone and the spoiled kids enjoy the cozy nest. We don’t understand them – but we need the next generation at work. As leaders, it is therefore essential to understand their drivers.
Sometimes the stomach grumbles and the mind is helpless. We feel that something is not right and want to listen to our heart. But how should we do that? The German professor Otto Scharmer has developed a method that he teaches at the famous Massachusetts Institute of Technology (MIT). Rational scientists, in particular, need a clear process model if they want to go beyond the path of technology.
There are only two ways to build an organization: Vertically along the value chains or horizontally according to the different capabilities. Agile doesn’t help either; they just name it differently. My old company changed the organization from one dimension to the other every 5 years. This also made sense for a consulting firm to ensure a breath of fresh air in each change.