Whoever sees organizations as machines and treats humans like cogwheels in them must not complain that people only work to the rule. Under these circumstances, more than working to the rule cannot be expected. Wherever people are used as resources, this is how they behave. People then develop their individual potentials in their leisure time – or fall short of their possibilities. Leadership can make a decisive difference for all sides. That is why the first thesis of the Manifesto for Human Leadership is: “Unleashing human potential over employing human resources.”
Aristotle once said, “A good man is not always a good citizen.” Accordingly, a good employee is not always an obedient employee. Organizational rebels cause disturbance and thus keep their organizations alive. This post provides an overview of cultivated rebelliousness, from its origin in civil disobedience to the principles of organizational rebellion and the question of how to lead, challenge and coach such rebels.
At a time when it is “normal that many things are changing and are changing more quickly than ever” (Karl-Heinz Geißler), the role of leadership must at least be discussed and in parts even questioned. Today Leadership is only legitimate if it has the self-leadership of the employees entrusted to it as its goal. Leadership is about making others successful. This human leadership is not a question of position, but of attitude. In this manifesto we describe this attitude and the values of a new, agile, digital, and above all human leadership.
Agility only makes sense in the light of uncertainty. If you know exactly what the customer wants or what the market needs, you don’t have to be agile and can save yourself a lot of detours and aberrations. Only who really knows? And even if we think we know it here and now, when the product is ready it can be very different. Agility makes a lot of sense in today’s world for which VUCA (for Volatility, Uncertainty, Complexity, and Ambiguity) is more and more true. “Responding to change over following a plan,” the Agile Manifesto says. But how do you actually respond to change and how do you recognize that you have made a wrong turn?
From Lenin comes the statement, which unfortunately cannot be denied entirely: “Revolution in Germany? It’s never going to happen. If those Germans want to storm a station, they’ll still buy a platform ticket!” We Germans are known and appreciated for such virtues as diligence, conscientiousness, and sense of order. Even though we sometimes overdo it, complain about over-regulation and incapacitation and then demand a reduction in bureaucracy, our relationship with creative diversity is somewhat strained. We prefer it neat and orderly. Without having checked it scientifically, I would assume that most of the lawn edges are sold and laid in Germany. Everything has to be in its proper order. Even our striving for agility, which then, of course, falls into the category “You can’t have your cake and eat it!”