change in his or her organization. The pioneer of change always sees opportunities
in changes. A vanguard of change looks for change, finds those changes that look
most promising, and knows how to implement them within and outside the organi-
zation effectively. Ballast in the form of outdated traditions or outdated processes,
products and services should be thrown overboard” (Drucker 1990b, p. 109).
Hand in hand with a positive attitude to change, good leaders often possess
confidence and vision, clarity of direction, a touch for finding helpful alliances in
a crisis, the ability to accept setbacks, perseverance, the ability to convince
others, openness and communication skills, courage and imagination.
The basic assumption of systemic leadership is that a system (companies, but
even teams are complex systems) has everything it needs for its existence and self-
organization. However, what is needed to ensure that development can take place
are the impulses provided by consultants, or by leaders themselves. Before such an
impulse is given, there should be a thorough (self-) diagnosis of the system and its
environment. A systemic issue is, for example: Who would benefit from our project
failing? This question is not asked to snub someone, but to see the relevant
influences on the system at any given time. A systemic leader should always ask
himself or herself: How can I open new spaces in which development can take
place?
Initially, changes need powerful impetuses in order to get the system off-balance
and to attract and stimulate reorganization. Companies that rely only on consensus
and compensation will not move forward. Limits must be tested, boundaries
repositioned and expanded. Only then can a new balance gradually emerge.
Changes arise in a mix of irritation, resistance, unflinching openness, sensitivity
and tenacity. Only in this way can positive energies be released.
In change processes, the participatory management style (see Sect. 2.1.3.2),
stressing convincing rather than commanding, has proven to be the best. Pressure
should be a last resort to get the staff on the new track. People need time to carry out
changes. The manager should try, wherever possible, to involve all employees in all
levels of the process, to let the information flow freely and be open to their
suggestions and ideas. Criticism, which is bound to arise, must be taken seriously
and accepted, even if it stems from irrational fears.
The transformation of structures and systems is relatively simple; the transfor-
mation of cultures, atmospheres and relationships is not. Shaping a corporate
culture that sparks acceptance of – or even better, passion for – gradual and sudden
changes is the real challenge for managers. No leadership, no culture, no atmo-
sphere for change and no innovation can be implemented overnight. Your daily
work will never leave sufficient time for such considerations if you don’t make it
happen. Everyone has the same time; the question is how you use it. Managing
potentials means to me saying goodbye to old principles rather than to good
employees.
Reaching milestones on the path of change are everyone’s successes – not just
the leader’s, which all must feel. Here empathy and tact are required of the leader to
ensure that recognition and (non-material) “rewards” are distributed generously and
that incentives are provided. In order to solve problems or innovate, people need
3.2 Leading with Your Head and Heart 165