autonomous. They are in essence co-entrepreneurs and “joint owners” who can
motivate themselves (see de Vries 2002, pp. 254–257).
Authentizotic organizations also create a supportive and protective environment –
although this does not mean employment for life. They look much more carefully
at new hires and have extensive training and educational resources. Steep hierarchies
are abolished; decision-making and responsibility are widely dispersed. The exe-
cutives are not just implementers of decisions already made from top to bottom, but
are open to suggestions and respond to their employees. They practice “management
by walking around,” are present and responsive.
Within the corporate structure, there are many mini-enterprises, enabling project
teams to take on responsibility. Small, flexible units allow employees to exchange
information, get to know and complement each other. “The successful interaction
between people and departments is wanted and rewarded, and as a side-effect it
shows a high degree of confidence” (de Vries 2002, p. 256).
To Kets de Vries, leading means providing meaning, hope and showing humility –
properties that come more from an accurate self-image – and it means never losing
your sense of humor. Successful managers can also laugh about themselves and
with others, which makes them human and trustworthy and spreads optimism.
3.2.8.2 Celebrating Together
Especially in processes of change good management is based on various criteria
such as leadership personalities, formal and informal contexts. The first point, for
example, includes the leader’s function as role model and inspiration. Here the
formal context is strongly influenced by the architecture and project steering
committee, milestones, project management tools, etc. And in change processes
the informal context includes the social, but also the mental environment of the
affected persons, departments and divisions. The mental environment is visible in
metaphors, symbols and rituals of corporate culture, not unlike the connecting,
creative habits of intimacy in romantic couples, who keep their love alive even after
the initial “in love” phase is over, and see themselves as a unit separate from their
environment.
In business rituals also provide a feeling of togetherness for teams, departments
and employees of a company at different locations and on different continents, or
even on a virtual level as a unit. They create a “corporate identity” and strengthen
the spirit of the organization. Particularly simple and effective enterprise rituals
are celebrations. There are always occasions to celebrate, whether summer or
Christmas, big internal or departmental events or just drinks after work. For
example: The now-controversial but nonetheless very successful CEO of the Walt
Disney Company, Michael Eisner, even personally sold hot dogs at company
celebrations as a gesture – and an important symbol to his employees, suppliers
and clients.
But unfortunately many companies are currently trying to save money in the
wrong places, accuses Reinhard K. Sprenger. Now that for many the profit curve is
174 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of