A whole cannot be divided. The indivisible/individual (Latin: individuum) cannot be divided – much to the annoyance of the manager, as individuality is a disruptive influence in systems of organization. But globalization leads to heterogeneous team structures. "Batch size one" is the order of the day, according to Reinhard K. Sprenger. Vertical management structures, linear careers, working by the book, an "I command – you obey" attitude, "you must" orders, DIN ISO (the Greek word "isos" means "equal") – total management relics with no chance of survival.
The future belongs to people, not standards. The self-aware, creative, freedom-oriented individual is the future standard. Co-workers will become co-thinkers, co-sympathizers, co-responsible. They expect their boss to respect their individuality and deal with them one-on-one. The "fully-developed employee" works for him/herself, for his/her own personal development. This "self-realization" is the global answer of the individual to the global trend towards "system regulation". This trend corresponds to the 6th Kondratiev cycle. The urge for "self-culture" accelerates with unstoppable force, as Mahatma Gandhi says: "Freedom of the individual is at the root of all progress."
The consequences for the management culture of tomorrow are obvious! Instead of solving work-related problems yourself – you need to encourage the self-development of individuals.
Instead of driving organizational development forward – self-aware personal development will be on the management map in future.
Self-aware management means deliberately synchronizing the interface between organizational and personal development.
In practice, this means consistently demanding implementation competence from all employees and managers in the company. This will have consequences for the inner attitude of all managers. As a boss, you will have to like people – otherwise you'll have no chance of motivating them to do anything!
The question of how bosses and employees will cooperate in the future will become an all-important factor for success. If managers are spending up to 95 % of their time on managing daily business, something is going wrong. Daily operations should be handled by the employees. The confident manager should be focusing on the opportunities of tomorrow, the changes of the day after tomorrow.
No one can be the "ideal manager"! But a good manager encourages his/her employees in accordance with their individual strengths and systematically promotes the expansion of those strengths. A good manager is in constant dialogue with his/her employees. "How can I help them become better?", "What have they already learnt?" "What are they currently working on to develop themselves further?". A good manager does not put up with being surrounded by second- or even third-class employees. A good manager organizes structures that suit people – not the other way round.
Employee loyalty has a lot to do with the quality of their relationships with direct superiors.
Ultimately, management is a question of your attitude inside. Either I manage people because I like people and want to create something with them by promoting and encouraging each individual. Or I solve work-related problems, because I am an expert and should position myself as one within the company too. Management needs nurturing – above all, nurturing of your heart. hsp management training and coaching helps you nurture your management skills.
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