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?
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!
It’s quite simple: You lock motivated employees together, give them a goal and then it works on its own. They become a team and celebrate success together afterward. If only it were that simple. On the way to becoming a team, there are some pitfalls to overcome. After all, we are dealing with humans.
If you look around in today’s world or even in history, you could easily conclude that pathological personality disorders are the basis for success as a respected leader. Of course, hardly any of these personalities have been officially diagnosed with the disease – this would be detrimental to their status. However, it has always caused much suffering. What would all these people answer to the most difficult of all questions: “Are you happy?”