of relationships within the magic triangle “self – employees – organization.”
Leading means feeling, an insight that is now reaching more and more active
managers, scientists and consultants. I will go a step further and concretize this
“feeling”: leading means loving people.
A provocative statement, I know. You may be asking yourself “What has tough
management got to do with love?” or think: “Love is part of my private life, not part
of my job.” And many executives share these views. They are experienced, master
their tools and are perfectly familiar with the technical and business aspects of their
company, but they are reluctant to show emotions and risk making themselves
appear vulnerable to others. But exactly that is what the employees want to see and
feel, for only this will make the boss credible and trustworthy for them.
3.2.12.1 Money or Love?
This is not a question for me: both belong together, at least in a company. The term
“ability to love” might initially sound strange in the economic context, but love
and power are not as far apart as we at first assume. Ability to love as a leadership
skill has, as I understand it, nothing to do with sentimentalism or an addiction
to harmony, but rather with certain basic values that make organic growth possible.
Not by acting on command, but stemming from an inner drive, and therefore stable
and sustainable.
The term “ability to love” should not be misunderstood, because it’s not about
intimate feelings or emotional dependency, but involves traits such as truthfulness,
respect, decency and fairness to the employees. Love has a lot to do with the
capacity for curiosity, affection, openness, integration, inner calm, care and aware-
ness, actual interest, conflict resolution, common struggles, intensive contact and
trust (see H€ohn et al. 2003, p. 47 ff.).
Generating organic growth in a company requires a certain kind of leadership.
This must ensure that gravity is stronger than the centrifugal forces working
on employees. The ability to love is therefore important for four characteristics of
personal leadership skills: inner conviction, contact, appreciation and resource
orientation. These principles are not just rhetoric for fair-weather pursuits. They
are also and especially valid when costs are being cut and even when layoffs are
imminent.
Showing appreciation for employees does not mean that layoffs are impossible.
And if it is determined that layoffs have to be made, a leader can stand up for their
people but can hardly prevent them losing their jobs. Leaders can, however,
implement job cuts in a fair way, decently and in keeping with a “culture of
separation.” This means that the executive makes a clear decision, informs the
parties concerned as soon as possible, and potentially also organizes outplacement
help and/or career counselling for them.
3.2 Leading with Your Head and Heart 187