victim, suffocating both personal responsibility and independent action from the
outset. People should have a choice as to what adventures and challenges they want
to face and at what speed.
3.2.11 Leading Means Inspiring People
Outstanding leaders spark something in other people. They pass along the passion
that burns in them and kindle it in others through their words, enthusiasm and
commitment. They do not have to push or pull their employees; they make them
into true comrades. Energy, perseverance, determination and self-confidence are
inspiring and motivating and are key characteristics of good managers. Persever-
ance, self-confidence and believing in a common goal is characteristic of successful
“captains.”
An example is Artur Fischer, founder of the Fischer group. In 1949 he had his
first successful ingenious idea and invented a magnesium flash device. And another
5,800 other patents followed, including the world famous and ubiquitous gray
dowel pins. Swabian ingenuity coupled with entrepreneurial vision made the
small company into a worldwide group. But Artur Fischer was not driven by the
money or the fame, which can be sensed by anyone who has met him. It is the desire
to act, the joy of thinking and the fun of tinkering. What doesn’t exist yet is simply
invented. Today, at the age of 92, he is still announcing new patents. He is a prime
example of intrinsic motivation and contagious passion.
Manfred Kets de Vries also believes the enthusiasm of leaders is a factor that
distinguishes successful from less successful companies: “These companies keep
their employees happy. The employees like to perform their duties, and their joy is
contagious: happy employees make for happy customers. Bad tempered people
can hardly inspire customers. The leaders play a key role when it comes to a good
working climate” (de Vries 2002, p. 68). Top companies are characterized by
a lively, strong corporate culture and internalized values. They all work together
on a vision and think in systems. This “glue” is supplied mainly by well-function-
ing, differentiated information networks. In short: They are in love, with them-
selves, with their employees, with their “thing” and their company.
In order to “kindle” employees’ drive and to keep them, there is a both simple
and effective method – appreciation. Appreciation has always been shown too
rarely and this is still the case today, although we have at least recognized the
importance of the “human factor.” Especially in economically difficult times in
which we all must stand together, praise and appreciation are important. But at
critical stages, the leaders often keep “tight” and give the employees a feeling of
being replaceable. The result is that while most employees may identify themselves
with their work, they no longer identify themselves with their employer. They can
no longer answer the question: “Why am I working here?”
A CEO once said: “A company is after all a risk community.” Risk, because
it can become risky. Community, because managers and employees are all in the
3.2 Leading with Your Head and Heart 185