4.1.2 Creating Structures for Learning and Development
Executives in the German-speaking countries invest much less time in strategic than
in operational issues, as a recent study confirms. Only 39% of their time is devoted to
managerial strategy (see Frankfurter Allgemeine Zeitung, February 24, 2003). And
doesn’t sustainable learning belong to a leader’s strategic and long-term strategic
thinking? This point applies not only to the led, but also to the leaders themselves.
Sometimes after a promotion in a company the rumor goes around: “The com-
pany has lost another great expert and gained another bad leader.” And often these
cynics are right, because many managers take insufficient care of their employees
and their development. The aforementioned poll presented the following breakdown
of the time needed for individual activities: 34% of their time was spent dealing
with their own specialized managerial roles. 21% went into planning and direction.
The managers surveyed felt on average that 17% of their working time sufficed for
employee motivation. Other tasks included providing information to employees and
customers (14%) and solving conflicts (12%).
The managers also felt that technical and social skills are equally important.
However, only 14% considered social skills something that can be learned. In my
eyes, the last statement is practically a declaration of bankruptcy, not to mention the
fact that it is simply wrong. The existing predispositions formed by the environment
and through education and socialization are very relevant, but through targeted
training and coaching, managers clearly can develop valuable social skills. The fact
that according to this investigation nearly nine out of ten executives believe they
cannot learn social skills leads me to the following conclusion: managers are afraid
of “soft” subjects and therefore tend to quickly fire employees because of their
alleged incompatibility with the team.
4.1.2.1 Bastions of Leadership Development
New leadership development faces a two-pronged challenge: firstly, structures for
the development of leadership have to be created, and secondly, the companies and
their advisers have to prepare the right leadership content. Let us first consider the
structures:
Jack Welch or “Neutron Jack,” the former CEO of General Electric, was a
controversial figure; he was also very successful. One thing he achieved like no
other: he trained his own executives and coined the phrase: “First people, then
strategy.” And he founded the pioneering corporate university called Crotonville,
where he held courses. In addition, under his leadership General Electric developed
a unique culture based on strong performance, but also on the observance of the
company’s values. There was an annual review of whether the objectives were met
andthe “GE Values” upheld. This was even taken so far that, if goals weren’t met,
human resources development stepped in; but if the values were violated, the
manager in question had to leave the company.
4.1 Can Relationships Be Learned? A New Approach to Leadership Development 195