The American economist Peter Drucker put it so nicely: “Culture eats strategy for breakfast!” Of what use is the most beautiful target picture and the most sophisticated vision if the team doesn’t pull along? Most transformations don’t fail because of technology or incomplete process maps. Creating the right culture mobilizes the required forces. This is a task for real leaders.
In English there is the beautiful word “empowerment” – literally meaning “to give power to someone”. This is a nice metaphor for developing personal responsibility. In a company it is the key to growth, because the company can only grow if its people grow. Leaders have an important role to play as gardeners.
No, not even women. Of course, we all already got sucked up so much into a phone call that we can’t remember what happened on the road during the last 100km on the motorway. But we delegated the activity “driving a car” to our subconscious. This is not possible for activities that require our attention. We have to switch constantly and these set-up times stress us – as individuals and in teams.
A computer can only do multitasking if it has several identical parallel computing cores. Then an intelligent dispatcher controls the optimal utilization of the processors. Is there such a thing for teams?
Some must always have the latest version; others hide behind their paper newspaper. Our children grow up quite naturally with it and don’t know it any other way. In recent years, digitalization has turned things upside down: the distribution of knowledge, communication and the shaping of public opinion. It has swept across many sectors like a tsunami. For some, the water is still up to their necks.
When we prepare for our performance review, we usually reflect on our strengths and weaknesses. In the forms, our weaknesses are often euphemistically described as “areas for improvement”. This is immediately followed by the development plan, suggesting that we should focus on improving our weaknesses. This is nonsense!