Let’s face it. Most of the time we only think until the next sprint or the next quarterly review. Our whole working life is short-sighted. Strategy meetings may be the exception – but they only take place once a year. But what about the big picture? What do we want to leave behind in the long term?
One of the most unpleasant tasks for a manager is the separation from employees. Of course, I am not talking about a narcistic boss who needs this to confirm himself and secure his power, nor about immediate terminations after major misconduct on the part of the employee.
A lot has already been written about teams and a lot is invested in team building: People drink, climb and analyse with psychological help. Who doesn’t want to be part of a successful team these days? But what if essential prerequisites are missing? Then the manager’s efforts run into void and it remains with a group of people. But is that really bad?
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?