An explain article

In a turbulent time like ours, a clear and thoughtful strategy is needed to keep a company on course. Markets, customer behavior, and sales channels are changing as rapidly as the acquisition and retention of suitable personnel is becoming increasingly demanding. At the same time, technological progress and changing societal conditions allow us to act ever more flexibly. The same things that provide us with unprecedented opportunities are also the things that make our lives and work increasingly unpredictable.

That's why we need a clear view of what gives our work a framework and doesn't make our decisions seem random and situation-oriented.

In times of uncertainty, it is indeed necessary first of all to acknowledge that things are as they are. If we do not accept that old concepts and old strategies no longer work, then we are not ready for the future. The postmodern world no longer gives us certainties and demands from us above all maximum agility and flexibility. Maybe it comforts us that there have always been transformative societal changes, whether it was the discovery of the new world, the invention of gunpowder or the printing press.

The difference, however, is that the speed of change has increased exponentially. How can we now set and maintain our course in this time of uncertainty and ambiguity? What are the elements of a strategy that can carry us through times of change?

To keep a company "on course," we must first know the course. Where do we want to go? What is the goal of our journey? For this, we need a clear vision, a clear idea of where we want to go. In order to formulate a vision, it is first necessary to know where we come from and what we carry with us in our company's DNA, so to speak. By asking ourselves what we are building on, we can also determine which goal suits us. The foundation will ultimately determine how powerfully we can move forward.

Far too little time and energy are devoted to the development of a vision, both personally and in organizations. Many consider working on a vision to be too vague or philosophical. But it is precisely this that can give us the necessary perspective and clarity we need to move forward. It is the fixed star on the horizon that enables us to align ourselves with the goal even in storms, wisely navigate through shallows, and thereby not completely lose our orientation. It is and has been the visionaries who have developed incredible products and created special corporate values.

Great entrepreneurs have a clear idea of how they want to run a company. They establish their corporate values in order to always have an incorruptible tool for making decisions. Our values also decide above all how we proceed, what we want to see and what not. These values will fundamentally shape the culture and atmosphere. But only if they are lived and protected. Because it is about how we deal with our employees, how we perceive authority, how we act in conflicts or under pressure. It is precisely here that it is decided what kind of company we are. Clear, lived values turn a good company into a great company.

However, the decisive factor is the leaders, so that vision and values can develop their powerful effect in the company and are not just beautiful, irrelevant documents. Leadership always determines the well-being or downfall of a company. The responsible parties must make smart decisions and are challenged to lead their employees in such a way that both the company's goals and the employees' needs remain in focus. Moreover, it must be a matter of course for every responsible person to keep their eyes open in their area to discover employees with potential.

Therefore, beyond possibly existing talent promotion programs, it is necessary for the superior to actively and purposefully participate in the development of the employee. Especially the exchange, the sparring with experienced practitioners, provides the necessary ingredients to develop new leaders for practice.

Most careless mistakes by leaders occur in the selection, placement, and especially in the support of future talent. In addition to professional and social competence, particular attention must be paid to ensure that vision and values are understood, internalized, and lived. Companies that create space for employees to be strengthened and promoted not only experience strengthened commitment from employees but also enhance their reputation as excellent employers.

The pivotal point of good leadership is communication. Not every leader is a communication talent. That is why it is necessary to focus on this point through training and coaching. Not only does successful communication (meaning written, oral, and nonverbal communication) help avoid misunderstandings and unnecessary conflicts, but it can also become the path of our targeted actions.

It is then no longer just about comprehensive and clear communication but also about engaging and exciting employees. Simple work orders can become a mission, and simple projects can become the sustainable implementation of a shared vision. Whoever manages to explain to the employee the purpose of their task and its significance in the overall context of the company is able to give them an insight into the meaningfulness of their actions. And that, in turn, will lead to more responsibility.

Finally, it can be established that we can only build true agility if we have formulated and implemented clear principles. Only if everyone on board understands what their task is and why they should do what they do will ensure that processes also function when there is no time to explain them in detail.