who face up to their own feelings, interests and views, only those who respect
themselves, can respect others.
If a manager is not “real” and does not practice what they preach in the company,
they sow the seeds of a highly toxic plant called cynicism. John P. Kotter sees in this
a great danger for any social community: “Outstanding leaders have always under-
stood how to use the power of positive emotions: optimism, trust, hope. And they
also recognized the cancer that arises from poisoned emotions. Unfortunately,
many companies systematically create a climate of cynicism that can be called
the most insidious cancer of a society. Charismatic leaders prevent this disease from
growing. Thus, they can help others to achieve the extraordinary” (Kotter 2004).
It cannot be the goal of the leader to be liked by everyone, to satisfy everyone,
or to always “go with the flow.” More than a few managers, however, have
internalized their function as role models to such an overblown and misguided
extent that they come across as amateur actors, reduced to a stereotypical role
others force them to play, a role that makes them look almost dehumanized. They
act out the martyrdom of the self-sacrificing hero, giving up their own “self” in the
truest sense, as Reinhard K. Sprenger pointedly described it (see Sprenger 2002a,
pp. 142–143).
Good managers have an “internal moral compass” (Warren Bennis), which they
can rely on regardless of which direction the wind is blowing. They have principles,
a belief system, and solid convictions. This does not mean that they are not flexible,
that they are not able to learn and adapt. Successful leaders are neither always in
a good mood nor perfect supermen or superwomen. But they are real personalities,
and they stand behind what they say.
Being authentic does not mean always being in the spotlight and the center of
attention. In fact those leaders who work quietly and clear the stage for others are
often the best. Another advantage: those who are not in the public eye are also less
vulnerable, and small mistakes do not automatically make them the target
of general criticism, which in most cases freezes processes and cuts productivity.
Or restated: let the PR department worry about PR. The leader has to do just one
thing: lead.
3.2.4 Leading Means Communicating
Relationships are based on communication. No relationship can exist without some
form of communication. In order for people with different skills and different
knowledge bases to be able to work together; a well-designed, growing communi-
cation structure and a culture of individual and mutual reliability are needed.
This is especially true in times of crisis and change. Unfortunately it is
in precisely such times that many managers tend to “shut down” and cut off
communications. Thus, what is really behind the commonly heard call for automatic
motivation techniques is often a desire to avoid open communication and openly
working out conflicts, as Sprenger knows from experience. I agree completely.
3.2 Leading with Your Head and Heart 137