Updating mental operating systems
New worlds cannot be shaped with the Old World Order. If board members and management do not reflect and adapt their perceptions, values, drivers and thus their behavior – especially when they come under pressure – fancy watchwords such as agility, diversity, New Work or sustainability are pointless.
For change initiatives to be successful, not only do the new values and ways of working together that are described in PowerPoints, brochures and websites need to be understood and addressed on an intellectual level, but the psychosocial dynamics in the team must be grasped and managed in a targeted manner as well.
In today's world, focusing purely on the factual level is no longer sufficient: high performers also expect their managers and colleagues to understand and positively shape the emotional impact of their decisions and behaviour on the relationship level. If these expectations are not met, then it is becomes very difficult to attract or retain talented individuals. We also need to remember that a relationship breakdown is the sand in the gears of any organisation and that it can have a massive impact on productivity.
There remains a lot of untapped potential for managers to shape the factual and the relationship level simultaneously in order to become even more successful and also more satisfied themselves. After all, focusing purely on the factual level would be like having only one leg: in the long term it would be exhausting, even for experienced employees, and it would simply go against the grain of human nature.