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You must deliver!

  • The problem with poor performance is not a lack of competence but rather that the person's intrinsic motivation needs to be better suited for the situation.

  • To be an effective leader, you must be visible and have followers who believe in you.

  • A person's identity should match their actions to be credible.

  • It is more important for a leader to know themselves than it is to know their organization.

  • Emotions are essential in leadership because they show that a person is alive and invested in their actions.

We all have to deliver today. Especially in agile, digital times, we are confronted with constant changes and challenges in our everyday lives: New products and services are conquering the market, unknown competitors appear out of nowhere, mergers are turning the tried and tested upside down, employees are coming and going, top management is being changed, political interventions are sealing off promising markets. Economic life is constantly changing. And cultures and challenges are also changing ever faster.

New generations live and shape other cultures and set different values. We also see ourselves confronted with this as a leader. Performance in the here and now is expected. One that convinces and fits the challenge and culture. And when the case arises that we are not convincing, others naturally assume that "something is wrong with us." You think the poor performance is due to the leader's competencies only because you don't know better. But it is not only in large corporations that responsibility is ascribed to managers. This is also the case in small and medium-sized enterprises.

The solution lies deeper.

What will be done now? We will be subjected to repair measures! We are “coached around” to compensate for our "lack of competence." Can we tell you something? If it were just a lack of competence and skills, the whole thing would be much more harmless. Competences can be ironed out, expanded, and further developed. The problem underlying the current "underperformance" is much more profound. Unfortunately, the repair work often already starts in the family, in kindergarten, and at school. What is "wrong" with Margret or Philippe? With frequently devastating consequences for the individual when confronted with a real repair industry.

Everything is constantly changing. That's why it's a prevalent practice, and that's why it seems perfectly okay to put people in a repair shop and even "repair them broken." No, it's not that. This procedure has its cause in a widespread prejudice still firmly anchored in our minds. When a situation and a person meet, the person is not the unknown as assumed, but the situation. In most cases, the situation, the challenge, the goals, and the values have changed vigorously and quickly or are currently changing. What is needed here is no repair but a reassessment of the situation.

Is the person who has been successful, willing to perform, and capable to date also the right person for the new time/situation/challenge? We speak here of fitting between personality (personal fit), corporate culture/situation (cultural/situational fit), and challenges of the role (role fit). So let us hold on to this position: When situation and person meet, in this constellation, the person is the constant and the situation the unknown.

Only one's personality enables sustainable performance.

Our culture is fixed on the idea that a person can constantly "reinvent himself." It is part of our everyday life to change our residence, enter a new partnership, learn another profession, and slip into a new role—today, even more than before. As human beings, we can change/adapt our behavior, but not our intrinsic motivated personality structure.

But the whole thing can also be expressed favorably: We live in fascinating times, and exciting times have never been anything for couch potatoes. We have to get off the sofa because digitalization makes people's attention a rare commodity—and that which is like all the others is going under in the sea of the digital.

Those who do not reveal themselves as individuals are mercilessly fed into the mainstream by the algorithms of the digital. Anyone who wants to lead people in the future must be visible and step out of the masses. So to do the opposite of what was previously considered excellent and valuable. In the end, managers must be visible if they intend to lead people. Visibility must be distinct from loud or blatant. It is no longer about 'good leadership. It is about effective 'leadership.' Only those who are true leaders, so credible in what they do, have followers and influence through them.

But the fatal thing is: followers only follow voluntarily. No one can force them to follow the leading dancer. The lead dancer must convince by his personality.

My personality is my guarantee of sustainable success!

What does this have to do with the performance of a manager? A lot. Because in the "repair shops," one tries to change and bend the person in his personality. This is to ensure that he is more successful again. We need a new fitting! Unfortunately, most only an "outfitting" is done. But: The problem is not the personality, but the setting in which she should perform. Do we use our inner ME, our personality?

Ignorance about oneself has always surprised us in countless consultations with top managers. However, it is not surprising when one considers the enormous pressure on the family, school, economy, or society to act as conformably as possible. Although we feel something else deep inside, this behavior is equivalent to years of self-denial. Self-Denial can only be maintained in the short term with great discipline. This costs a lot of energy because people often act against their nature and do not find satisfaction in such essential needs, the source of which lies in our personality. This is how tensions, dissatisfaction, and addictions arise. But those who had to wear the "blue suit" inside and out for decades will no longer know who they are and what they stand for.

To put it clearly: Someone who lives in such an imbalance cannot be a leader who people enthusiastically follow. If the manager operates his self-denial for too long, he becomes the plaything of interest groups in the company. Then the 'inner fire goes out, and the conflicts with the management, his colleagues, his employees, and his team about the right strategy accumulate. This ties up forces, which is why he has been absent from the operative business for a long time. Suddenly, important decisions are made by others. The manager feels that it is no longer working. His authority is scratched. He's become vulnerable. Often he is only 'tolerated' until he disposes of himself, or at the end, he is dropped off. Not infrequently, this leads to psychological crises, which can trigger all possible variations of self-destruction, from burn-out to self-abandonment.

That's why we say:

Companies need to stop putting people in repair shops right now! It is, therefore, not a matter of changing one's leadership as a leather person but of coming into a setting where this manager can successfully use his potential with his style. To this end, the prejudice mentioned above that the human being must be changed must be cleared up.

When a person fits the situation.

If we find ourselves in situations that suit our motives, goals, and emotions, in which we can fall back on our individual tacit knowledge or are strengthened in pursuing "our why," this is reflected in the performance at lightning speed. We can retrieve our performance as usual. It is not only us who learn and become better and more efficient. We grow from the inside out. We are perceived as a personality. Results come up on their own; we're in the flow. A positive spiral often begins with the willingness to perform—which extends to the environment, employees, customers, and organization.

The following five tips will take you further:

  • Be a role model!

  • It is not an organization that keeps the companies of today and tomorrow alive but people who have visions and values and live them credibly. People who serve as role models. Real leaders.

  • Take responsibility!

  • What constitutes the core of our personality decides whether we are up to specific tasks or fail. That is why we should know ourselves better and look for the right jobs.


Live your identity!

Every personality is unique, a pearl. Search for people, situations, and challenges that fit your inner core. Leave rooms, people, and conditions that constrict you. Your identity needs a beginning, an origin, a history, and a tradition that suits you. Who does not know where he comes from (personality), and does not know where he should go. Otherwise, the whole thing is not credible. But without credibility, you can wrap up.


Honesty pays off!

Note: An identity that does not correspond to us is the perfect template for dissatisfied partners, employees, and customers. And finally, for conflicts. Such an "adopted or adapted" identity does not work. It makes us look ridiculous. After all, it is only with credibility that a personality forms a stable identity.


Let your emotions run wild!

Your emotions are unique and closely connected to your personality. Emotions show you you're alive! Learn to deal with it, perceive it, and use it. Your brain feels before it calls for action. People who cannot deal with their emotions, who do not even recognize them anymore, have had their day in digital times.

We must finally admit to ourselves: we humans are primarily not rational beings, but emotional beings.


Leading individually means leading with emotions.

Whether you hold a leadership position or not, whether at the beginning of your career or already on the hamster wheel, emotions are an important, personal source of energy. Those who recognize their emotions, use them according to the situation, and look for suitable challenges and roles for themselves, live self-determined. He lives his identity, learns we become better and better, is mo