same boat. In our seminars we occasionally assess what motivates employees and
what motivates leaders separately. And often the participating executives are
amazed that the same things such as appreciation, meaningful work, and oppor-
tunities for development are named.
The problem is not simply that there is too little praise, but that if there is praise,
then it is even wrong. General, superficial praise in the form of worn-out, blanket
phrases is hypocritical and impersonal, and it destroys confidence and motiva-
tion. Sophisticated, personal feedback in direct conversation with the employee is
required. And we should not only appreciate what they have already contributed,
but should also listen to their ideas about the future.
Peter F. Drucker even went so far as to consider the promotion and inspiration of
employees as a requirement for managers: “A supervisor owes it to his organization
to deploy the performance potential of each of his subordinates as productively as
possible. But even more, he owes the people, among which he occupies an elevated
position, to achieve their highest possible performance with his help” (Drucker
1967, p. 149).
When executives have the charisma to create an irresistible vision and to create
plans showing how to make that vision real, then they create meaning, they forge
cohesion between themselves and other people in the company, they create a group
feeling and they stimulate the collective imagination that connects people and
allows them to dream. One such a charismatic dreamer is Ingvar Kamprad. The
Swede had the vision of manufacturing furniture that would be affordable for
ordinary people. Recently, he personally opened the first Ikea store in Moscow.
Today, everywhere in the world people can fulfill their dreams of a lovely home,
with the goods arriving in the distinctive blue and yellow containers. In almost
every country in the world, his employees are singing in unison: “We are Ikea.”
Yet it is not enough to announce an electrifying vision with drums and trumpets –
they must be communicated and lived out time and again. The emotional glue that
keeps the staff at all levels and the whole company together must be continually
renewed; otherwise it becomes brittle and everything falls apart. If the company’s
ideology is really in the hearts of its staff and not just in its brochures, it can gain cult
status and beat any competition.
The contagious passion of outstanding leaders is not just a flash in the pan.
It burns persistently and nothing can extinguish it. Such leaders are characterized by
an extraordinary determination, which is not diminished by setbacks or obstacles.
Reinhold Messner had to turn back many times before finally reaching the peak to
stand on Mount Everest, the roof of the world. This will and the conviction of the
vision’s rightness will radiate to all others and inspire them.
3.2.12 Leading Means Loving People
The previous chapters have shown that leadership always and everywhere has to
do with people and is represented (from the perspective of the manager) in a variety
186 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of