“Times are changing and so are we!“ – How do your thoughts, actions and communications convey your vision to your employees and potential customers? Increasingly in today’s company management and employment profiles, management style is no longer hierarchically analysed, but rather developed, in other words in a team with employees. Even monetary incentives such as bonuses, individual target agreements or other compensation or reward systems have not proven to be reliable. Bonuses are toxic for the work atmosphere. Sometimes companies do have market success although they systematically undermine the non-hierarchical collective performance of employees with financial incentives. This suggests that the bonuses would have been helpful if the company was successful not because of but instead in spite of the bonuses. What is important when managing without hierarchies is awakening a mutual understanding for the greater good in everyone, in other words, the “why”, the reason for being and the purpose of the company.
From inside out, values instead of wares circulate into the ‘golden circle’ of dissemination when you collectively believe in the product or service and not only in the anticipated success or concrete design and function of it. This has been biologically proven. The design and function of a product is presented to the customer’s neocortex through language.
In the human limbic system, motivation upstages this through conviction and realised and lived-out dreams instead of the hard facts and figures in the sales strategy. In leadership, loyalty outshines the belief in money, best contacts, financial security, fame and glory as well as success. The result confirms the Diffusion Theory of Innovation.
If an institution lives its own purpose, it can achieve more with this vital view than by the sheer will to be first. Talent and faith are multipliers for all structures and hierarchical levels and generate more than just power and authority and rigid plans.
Inspiration goes by the motto: no “must”, only “want”. This so called followship signifies the absolute determination of employees to accept without hierarchy the guidelines and direction of an organisation, because they know the effectiveness of the system and the big picture, mindful of their role as follower of the idea. In western industrial nations, they are often seen as the weaker part of this system, even though the true strength lies in the unified structure and all the constituents.
True humanity and security characterise followship. That way, we focus on our own skills and abilities in everyday working life, because decisions taken elsewhere are taken authentically in line with the company. This creates a sizable basis for trust and requires the following understanding in the follower:
- recognition of that which is required of me from my leader personality before it even needs to be articulated
- solution not problem oriented thinking
- knowledge of your own value, but no continual demands of extrinsic recognition of your accomplishments in your allocated role
The following four leadership characteristics make it easier to lead subordinates to followship:
- Power of judgement
- (Expert, professional and social) skills
Pioneers and leaders shape the future of the work place, organisation and leadership. A management beyond the confines of instructions or control or hierarchy creates companies fit for the challenges of the 21st century, which bring more complexity, necessitate more agility and digitalisation. “Why?” generational leadership connects people and produces value, new working models and results by activating management to increase performance with more employee engagement and an embodied corporate culture as well as a flat organisational structure.