leaders and the reason for their aversion to relationship management. Today’s
forms of cooperation require a sense for human interaction, business and social
matters. Globalization forces leaders to recognize and respect national, social and
ethnic differences. Today international strategies and alliances are present on all
levels. And if the situation of the economy becomes more difficult the balance
of interests between the relevant groups (employees, shareholders, customers,
sales and distribution, and partners) becomes more difficult as well.
This does not only affect the executive level: “Since the limits of companies are
steadily expanding and partnerships beyond the supply chain and at the economic
borders are becoming more frequent, more and more people on more and more
levels have to take over roles that are new for most of them: as ambassadors and
diplomats outside of the walls of the company” (Kanter 1998, p. 35).
The good news: companies that constantly re-innovate based on internal and
external feedback do not need radical changes. “The environment created by
managers determines whether changes are a shock – a leap into the unknown – or
a next positive step in a long row of measures” (Kanter 1998, p. 37). The best way to
initiate change is to create favorable conditions for a natural and systemic change.
Creating Nets
“Networking” is a buzzword of the modern business world. The Internet is also
called the “network of networks.” Yet I maintain that interpersonal relationships are
the “network of networks.” Ultimately, the Internet too is just another medium. The
biggest benefit I can gain from the technical revolution as a leader is if the new
possibilities help me to maintain my real relationships, privately and in business.
After all, interpersonal relationships are the only real thing in this virtual world.
They provide support and orientation; they help the employees and the leaders to
position themselves. Relationships are a safety net in times of change. Data streams
alone cannot create emotions, sympathy or trust. Ultimately, there are still real
people sitting at the computers of this world.
No matter which medium they are using – Internet, extranet, intranet, telephone
or personal conversations – leaders have to be good networkers and have to be able
to form new relationships based on appreciation, trust and genuine affection. They
must (no longer) play the watchdog and interfere, but should instead support and
integrate: “Partnership is based on trust. Since communal enterprises bring together
groups with different methods, cultures, symbols and even languages, good coop-
eration depends heavily on empathy (...)” (Kanter 1998, p. 61).
Where the Strands Meet
Rigid hierarchies and control mechanisms will continue to be replaced by networks
of people sharing information and experiences on all levels, across department
borders and areas of responsibility to make it available to everyone. Ideally older
146 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of