Sixthly, there can be stability in the change if certain personal values remain
constant through all adjustments.
And finally, Doppler calls for taking a deep breath and approaching change
processes with a “cheerful sense of obsession” (see Doppler and Lauterburg
2002).
3.2.7.5 A Change of Generations at the Top
A change in company leadership is also a classical change process, which like any
development process has typical phases and requires well considered, long-term
planning. Beyond the content level and the structure level (guidance and
clarification, goal definition, communication and implementation) it has to take
the relationship level (involvement of managers, cooperation, conflict culture and
feedback culture) into account.
Many changes in leadership are poorly implemented because, though the former
leader and their successor clarify their mutual relationship, they only inform their
employees and customers without including them. Yet everyone should know what
impact changing the name has for a corporate culture. Frequently used statements
like: “Actually, nothing will change, because the new boss has been in the business
for a long time” are already the first step in undermining the authority of the new
leadership; a leader who changes nothing is interchangeable and displays no
character. These are not exactly the best conditions for establishing trust and
acceptance. Of course, the new leader doesn’t have to call for a revolution. But
his or her own goals and visions are initially more important than merely
concentrating on solid accounting and maintaining the status quo.
3.2.8 Leading Means Creating Meaning
The meaning of life is a life with meaning. And a life with meaning is one that is
good for us and for others. A good leader should be concerned about his or her
employees, customers, colleagues, partners, and superiors (if any), as well as for
himself or herself. A leader will only have lasting success if they support the self-
confidence of others and help them to help themselves, in their own interest and in
the interest of all (see Hinterhuber et al. 2001).
Expecting performance is based on offering meaning. If the employees do not
recognize the meaning of a job, a task or a change project, they will not be ready to
support it. But how is meaning created? According to the economic and organiza-
tional psychologist Prof. Dr. Dieter Frey, creating meaning consists very specifi-
cally of conveying background information, allowing and encouraging “why” and
“what” questions and, above all, enabling communication on all channels and at all
levels. Conveying meaning has to be anchored in the company’s culture as the right
to receive as well as the duty to provide (see Rosenstiel 2003).
170 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of