What makes the boss today?
For our marketing communication, we have a postcard with the inscription: Sly as the boss. Again and again we are addressed to it. Sly than the boss - that's dangerous!
The opposite is the case. Clever employees, ie qualified, trained, thoughtful specialists, help Company to move forward and be prepared for a challenging future. Fortunately, some managers have now adopted this attitude. For example, the report “Leadership Culture in Change” by the Federal Ministry of Labor and Social Affairs lists three key statements on “good leadership” by managers in German companies *, which underline the importance of employee responsibility and co-determination:
- Ability to professionally design results-free processes: In view of unstable market dynamics, decreasing predictability, and surprising hype, a gradual foresight seems more promising than directing action to plans whose expiration date is uncertain.
- Use of self-organizing networks: Here, executives combine the hope for more creative impetus, greater innovation, speeding up processes and reducing complexity. Knowledge and competence exchange plays a crucial role in such networks.
- Motivating through self-determination and appreciation: Managers believe that the motivating effect of salary and other material incentives tends to decrease. Personal commitment is more associated with appreciation, decision-making and personal responsibility. Autonomy becomes more important than status symbols and the perceived meaning of an activity determines the degree of commitment.
The capital of employees
For employees, this change in management culture means that more personal responsibility takes place. You have a say in how to proceed, reevaluate situations in line with the agile corporate philosophy of open-ended processes and take responsibility for the decisions made. Prerequisite: they must always be well informed, exchange ideas with others and remain mentally agile themselves. You need to know technological developments and be able to assess them in relation to your company. Not an easy task - no wonder that some bosses doubt its feasibility.
And yet this self-responsibility and co-determination is exactly what many employees want. Leaders are well advised to do this and to support them through appropriate structures and processes. Constant training is an important part of this.
When employees take their own processes
As a manager, we clearly do not see the selection and provision of further training measures as a solution here. Because employees are now also taking this step themselves. They either look for relevant courses in portals or institutes. Or they exchange ideas with their colleagues: What information is available in-house? Who is the contact person for the status of ongoing processes? Can he or she make the status quo available to the workforce?
The task of the managers is to promote this exchange and, if necessary, to support it with appropriate technologies. This includes the intranet as a place of accessible information and hierarchical exchange. In addition, training platforms provide the knowledge of individual specialists or departments for colleagues and partners, who should be informed about ongoing processes. It is important to note that specialists keep this information and keep it up to date. They not only provide for their own active participation, but also stimulate the exchange of knowledge within the company - a process that ultimately benefits everyone.
* Source: Monitor “Changing leadership culture” of the Federal Ministry of Labor and Social Affairs. Publisher: Initiative New Quality of Work
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German edition: ISBN 9783965960435
English version: ISBN 9783965960428 (Translation notice)
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