Schlagwort-Archive: Content

The look – the ideal metaphor for the own identity

Since any opinion can be published on the Internet, we have to face a confusing flood of views. In this jungle of standpoints, we have to develop our own identity. It is like deciding on your clothing style. Whereas in the past general fashion waves offered only a few alternatives, nowadays many styles make their waves. Self-consciousness is formed that cannot simply be assigned to the established groups – e.g. left-right, progressive or reactionary, (un)dogmatic, (un)human.

Joining a school of thought takes place in widely varying contexts. Each time it results in the adoption of another thinking – again and again. Role conflicts are thus inevitable. The way out is the convinced decision for a coherent attitude. The following steps offer a course in this direction.

  • You have to deal with the content
    A look at the current fashion trend is no longer possible due to the flood of offers. Even if the long-established fashion corporations stick to the annual shows, buyers are increasingly following new labels outside the mainstream. Influencers sift additionally through the offerings and make their subjective comments for others. The catwalk of business identities also follows this pattern. On the one hand, symposia and trade shows offer news regarding Business Models, IT, or Business Engineering. However, it is necessary to increasingly consider new topics, such as New Work, Diversity, Industry 4.0, and still, Globalization, to evaluate the hard factors of rigid structural and procedural organizations and the concreted system landscape from a different perspective.
  • You need your value system
    In addition to one’s physique, the self-image and internal value system play a role in the choice of clothing. These beliefs have a mainly subconscious effect on the choice of look. Countless media provide ideas for any trend. This also applies to everyday professional life. Filter bubbles have emerged for every task, repackaging the same solutions over and over again. Consulting firms provide a coherent rationale for particular topics that are eventually adopted by the fields. Formulating one’s value system helps in choosing a solution.
  • You decide in any case
    At the end of the day, it is the available wardrobe that defines what fashion you wear. You have two more or less conscious decision points: 1) the arrangement of the closet and 2) the spontaneous choice of the moment. The situation is similar for business opportunities. The groups that are prepared have an advantage, as only the options can be used that are available – the more diverse, the better prepared you are for the particular choice. Actively or passively – in any case, you decide.
  • You need to let go what you love
    Every closet is limited. Thus, from time to time, you need to clean out to make room for something new. It is tough to part with the old clothes you cherish, even though they are often not in the best condition. The same is valid with building blocks of business. Over the years, a company builds up technical and organizational legacies that burden the workforce and the budget more than they help. Unfortunately, when new solutions are introduced, the responsible people forget to dismantle the old ones. This leads to organizational clogging that significantly reduces performance.
  • You must live your decision
    Whatever you decide, wear your outfit with the respective confidence. You have learned about the alternatives, developed your criteria for selection, made a conscious decision – as good as it gets. In business, there are processes that make this examination of yourself possible: strategy, planning of all kinds, and formalized decision-making processes. Once decisions are taken, you should always be backed up by appropriate mentioning and appreciation so that everyone involved understands what is valid.

Bottom line: Identity is an essential element for workforce cohesion. Therefore, a framework that promotes a sense of belonging should be proactively created. To be able to decide, you consider the options based on your criteria and decide. To achieve the desired effect, you must let go of the cherished habits and foster the new approaches confidently and openly. Since the clothing style concerns similar aspects, it is the ideal metaphor for identity.

The Damocles Sword for managers – the level of incompetence

If the career accelerates further and further and the values get lost on the way, then the incompetence lurks behind all corners. The fate of an executive hangs on a single horse hair. In the past we used to talk about the Peter Principle – i.e. in a hierarchy every employee tends to rise to his or her level of incompetence. Now everything happens so quickly that this level is reached sooner, because the experienced mentors are lacking. With the appropriate attention, countermeasures could be taken at an early stage.

What are, however, practices that should be considered in order to delay this stage as long as possible?

  • Keep a low voice
    The vernacular says, “Who cries is wrong.” If you believe the statements of contemporaries, then neither Steve Jobs had resisted the pressure to yell, nor does Elon Musk have this self-control – although the material background would allow for some generosity. The rest of the executives, who shout irascibly and offend cynically and even believe that they are leading, show with this behavior, above all, their limitations. Better be self-controlled by an appropriate volume.
  • Stay fair
    The traditional incentives for yes-men, the special financial payment for strong conformists, are an expression of unbalanced treatment of employees. This injustice is nowadays even replaced by the friendly shake hands, which enhances its effect by never praising otherwise. It does not take long for the biased distribution of appreciation to be noticed. In this sense, giving preference to somebody reinforces the impression that one has reached its level. Everybody benefits, if you stay fair.
  • Be open
    A special form of injustice happens when the old leadership law is used – Rule 1: The boss is always right; Rule 2: If the boss should not be right, then automatically rule 1 becomes effective. This can lead to absurd incidents: I have clearly expressed myself. Why don’t you understand that? And five minutes later: Nobody can understand this. Why don’t you express yourself more clearly? And eventually, the results suffer Use different viewpoints for the benefit of all.
  • Delegate consistently
    Subsequently, there are also conflicting orders, which lead in any case to a punishment. The motivated employee, who is known everywhere and is working on Project A and Project B, will present one of the projects. Then, In the presentation of project A, arises irritation, why project B is not presented. The same thing happens of course in the opposite case. This dilemma can only be resolved by one. Ensure consistency when you assign tasks to others.
  • Let loose
    That a manager loses over time his sense of work is understandable. The lack of practice results in the fact that all the employees know much more than the supervisor. If the cost estimates made by the employees are not trusted and the plans get simply adjusted, this leads to an unnecessary frustration that creates negative stress. Micro management is one of the most important reasons for distress. As a leader you simply let loose and appreciate whatever outcome.
  • Form follows content
    Unfortunately, the sentence is practiced the other way around. Today, many are faced with a dilemma. The half-life of technical knowledge is three years. This means that after almost ten years, the original lessons learned have only a value of 25% – except: One has continuously learned. As a result, while the content is slowly disappearing, form becomes increasingly important. If the discussion of a concept revolves around the font and the CI, then the conversation partners are certainly on different terrains – even if this would be the moment for a valuable contribution. Support your employees, where they really need it.
  • Do not overload
    It is not a weakness especially of the management not being aware of the delayed effects of measures. Initiatives are launched that often take longer than the leadership needs in order to set-up additional activities. All this portfolio management does not cushion this homemade mess. Order and continuity is not a trait once you reach your level (remember Rule 1 and 2). Remember that your initiatives are finished, before you start to turn the next big wheel.
  • Express yourself clearly
    The communication behavior of executives is critical to success. Communicating clearly the strategy, providing values ​​and supporting employees in their efforts is their actual task. If the employees do not understand their leaders, because there is a strange jargon up there or incomplete statements and vague messages are communicated, then the viability of the company is in peril. A fuzzy way of communicating is not adequate for a leader, but it only proves the indicated inability. Learn the language of your target group and deliver your message in their way.

Bottom line: The neutral look from the outside reveals people who endanger the interaction of the teams. Respectful dealing with each other, balanced involvement with all, no blaming, clear goals, avoidance of additional stress, focus on content, understanding of causes and effects, and a clear language are indicators of the effectiveness of a leader. The ultimate goal is to shift the level of incompetence as much as possible through attentive and competent behavior in order to avoid the Damocles sword.