And I would like to mention another point: In close connection with business
agreements on objectives, strategies must be designed. The indicator of systemic
leadership as I represent it here is that even this “hard” process need not always
proceed only in ordered and conventional channels. So, managers should not
always maintain the same rituals and strategy, for example their usually meeting
in a horseshoe shape over PowerPoint presentations. There is another way: with
theatrical performances and panels, with spray cans and wax crayons.
Once one of my colleagues commented on this: “In some strategy workshops the
managers outline their visions for the future on a whiteboard. With their colleagues
and without a voice recorder. What a process: publicly taking a stand and “spraying”
their vision without having to consult endless strategy documents, not to mention
the feedback of colleagues. The energies evident at such moments are impressive.”
The regular target agreement interview is the main instrument to allow for a
systematic dialog on objectives between managers at all levels and their employees.
It is also the most important component of a comprehensive management approach
that can be called “Leading by objective agreements.” The contents of such conver-
sations, which are held at least once a year, are objectives, behavioral objectives
and personal development goals.
The purpose of these discussions is that the objectives, the planned results, are
discussed and if possible a consensus is found. As such, we must distinguish
between defined targets and objective agreements. As part of these meetings there
is also a decision made with regard to the prioritization of the individual goals.
Furthermore the measures to be taken should be defined in order to achieve the
agreed-upon objectives, and possible trade-offs and solution scenarios should be
addressed.
What is the benefit of objective (agreement) conversations? What arguments can
be used? Here is a list for implementing this instrument:
Anyone who sets objectives and concentrates his or her forces; this concentration
increases impacts, lowers costs and reduces execution times.
The sound planning of goals forces us to become aware of the current situation, the
future scenarios, the opportunities and risks of the market, as well as the strengths
and weaknesses of the company.
Target planning allows target progress checks, which reveal vulnerabilities and can
trigger a learning effect.
Goals that are both ambitious and realistic challenge employees to deliver higher
performance.
The employees and their expertise are actively involved with in the planning process.
Employees are encouraged to take personal responsibility.
The exchange of ideas and discussion between management and employees is
encouraged.
Jointly agreed-upon targets increase the motivation to work, which is further enhan-
ced as the planned objectives are achieved or even surpassed.
Management and employees will receive feedback on their previous behavior and
thus become more aware of their personal and social skills.
228 4 More Than Just Talking or: The Instruments of Systemic Leadership