Supporting people
Supporting colleagues and partners
Our corporate world is undergoing major changes. Digitization, remote work, constant availability, agile processes, and the speed of change are all challenges. These topics are, of course, major tasks for managers. One thing is clear to me: the authoritarian management style is outdated. Empathy and resilience are the skills required instead. That means:
Leaders and coaches are in demand at the moment, not managers. I am convinced that good employees do not need a manager; they need support and guidance. I help my colleagues as a sparring partner in my role as CIO, and I also support other people in my professional networks.
Meeting with Robert Leshner (CEO of Compound Labs) at SmartCon in New York City
Success with empathy
By “being empathetic” I mean being able to put myself in my colleagues’ shoes: to recognize their potential and needs and to respond to them honestly and without prejudice. Especially since the pandemic, it matters a great deal to many colleagues that their work is meaningful. They want to be involved, feel recognized, and make full use of their abilities. Of course, this is only possible if someone recognizes your potential in the first place because they engage with you as a person.
As rigid hierarchies increasingly dissolve, the idea of the network is also becoming more important. As a manager, I must therefore be able a) to recognize and form networks in the first place and b) to form networks in such a way that they are of the greatest possible benefit to my company and my colleagues. From my point of view, this also has a lot to do with empathy: to bring everyone into the best possible contact with one another, I have to know exactly who has which skills and who does what best with whom.
Leaders are therefore networkers, communication professionals and all-rounders all at once. At the same time, they must embody security and show strength and consistency in turbulent times of change. This brings us to the next important trait of successful leadership: resilience.
Social competence is one of the most important qualities for being successful in your job.
Through crises with strength
Resilient people are strong and tough, and they manage to withstand a crisis without suffering too much psychological damage. In my opinion, however, it is not about being a lone fighter who clears every obstacle out of the way. Resilience draws on the power of the community. A resilient leader knows which experts from his or her network to bring on board to join forces and help the company emerge from the crisis. Even better, such leaders support their employees in developing the skills they need to master difficult situations on their own. Setting a good example is the best way to have a positive influence on others and on oneself. Resilience can be trained:
- Cultivate social relationships.
- Do not see a crisis as an insurmountable problem.
- Accept that change is part of life.
- Don’t wait; actively pursue goals.
- Make decisions and iteratively improve solutions.
- Seek opportunities for self-discovery.
- See yourself in a positive light.
- See difficult situations in their overall context and from a long-term perspective.
- Maintain a positive attitude.
- Take good care of yourself.
Expert knowledge is not enough
Extensive specialist knowledge, regular training, and good industry knowledge are certainly necessary for a decision-maker, but they are by no means everything. Top managers are excellent networkers and communication professionals, have empathy, and show a high level of resilience. They see themselves as team players and are very good judges of character. These are all traits gained through experience and social interaction.
However, leaders in companies must also be able to reflect on themselves and keep developing their own personality. This is not an easy task, but it is certainly the right path to working together in a productive, communal and humane way. If this succeeds, great products, satisfied customers and rising sales are inevitable.