Confrontation meeting. When opposing camps or subgroups are clearly identified at
a seminar, one can soften and sometimes even dissolve the roles and stereotypes by
putting these groups – for example office service and field service – into separate
rooms, where they answer the following questions: How do we see ourselves –
strengths and weaknesses? How do we see the others – strengths and weaknesses?
How do we think others see us? Then each group presents the results on a flip chart.
The result is, as my colleague Alexander H€ohn once put it, an “equally self-
confident and self-critical self-assessment and external assessment.” Moreover,
the “secret knowledge” about the views of others is ultimately made transparent.
After such a confrontation, which is also an effective instrument for conflict
management, the groups should begin to cooperate. For example this can happen
by improving ideas that are to be developed, explained, clarified and provided with
an implementation timetable.
Generally, at the end of each seminar concrete measures and responsibilities
should be defined. Perhaps learning partners can call each other in between work-
shop dates to ask about the progress of projects. At the beginning of the next
seminar (if there is one) you can ask the following questions: What has changed?
What still needs improvement? What do I want to have achieved by the follow-up
meeting? Regardless of the details, the principle that applies here is: actions speak
louder than words.
4.2 Tools as Means to an End
I have to admit, when executives ask me for tools, I am always skeptical at first,
because all too often they expect patented recipes, cure-alls and ready-made
checklists.
Leadership is more than that, and it requires a feeling for the fine line – between
the individual and the system; between the physical and relational level; between
authority and cooperation; between power and influence, between past and future;
between intellect and emotion; and between clarity and ambiguity. The sum of
these fine differences flows into systemic leadership. Therefore tools often divert
attention from these key dilemmas of leadership.
Still, I believe that – within clear limits and under the conditions stated – you can
acquire useful tools and techniques, which are described in the following section.
Perception, contact and communication are important, because strong leadership is
composed of these elements. Accordingly, tools such as the employee interview,
feedback and coaching will be prominent. Two instruments (target-setting pro-
cesses and delegating) concern the question of how leadership can create results,
and how much time and what conditions are prerequisites. Two other instruments
I will introduce focus on issues of interpersonal dynamics: conflict management
and team development.
4.2 Tools as Means to an End 203