„Combining private and professional life“ – the pandemic has taught us the exclusive either/or approach is no longer relevant, and that combining the two is the new „normal“. This is entirely in line with the holistic leadership approach.
All too often, companies still talk about to separate their private and professional lives, but this is no longer possible due to the pandemic. It’s something we all had to get used to last year. Signs of this were immediately noticeable, „children interrupting conference calls with their homeschooling, or a CEO making a call with a baby in his arms“ for example. Such situations have become part of everyday life and, in era of emotional intelligence and holistic leadership, they are here to stay. As this has become the expectation, rejection can lead to a lack of employee engagement and even resignation.
So what is holistic leadership all about?
It is about managing both the company and its people. There are four important aspects that should/must be incorporated in order to lead holistically:
➢ The personal – knowing yourself and your personality
„I know that I am more comfortable with facts and figures than personal conversations. To ensure that my conversations go well, it is important for me to think empathetically and emotionally. I have to engage with the person I am talking to.“
➢ The interpersonal – being able to understand, build and shape teams
“I know that Hannah, a marketing assistant, is training for a marathon and is single. Franz, who is in the same team, is a product designer and a single father of two children. Therefore, I know that it is better to schedule team meetings around at 10:00 a.m., as this is more likely to accommodate their needs (childcare/training).”
➢ The impersonal aspect involves the „role expectation“ that is not tied to the person and as well as the ability to read between the lines
“The expectation for the sales department is that the salespeople will be extroverted and able to convince with their rhetoric. However, Peter, the technical salesperson, is introverted yet has unbeatable technical expertise. His sales figures far exceed those of all his colleagues. This makes me realise that I shouldn’t believe in clichés and that I will continue to support Peter with further training in his area of expertise. I greatly appreciate his skills and communicate this without favouritism.”
➢ The structural-systemic approach involves knowing and understanding organisational contexts and structures
“Even if there are only ‘flat’ hierarchies in communication, one person must ultimately be accountable to the management. It must be clear within what framework these ‘flat’ organisational structures exist so that decisions can be made quickly and efficiently.”
𝟏. Know your own issues/weaknesses:
Why is self-reflection so important? Only those who know themselves can begin to take an interest in others and listen to them. It is important not to project your personal weaknesses onto others. This will stop you from judging someone based on a preconceived opinion. Often it’s simply a matter of taking a second look at the situation/person, either alone or with the help of a mentor/coach – reflecting together can be very beneficial and eye-opening!
𝟐. Know your team:
And I mean really getting to know them: not just their name, age, address and personnel number, but their story. Where do they come from, who are they and what do they do? In other words, look beyond the façade and offer advice and support. This is not about analysing your staff like a psychologist, but rather than observing closely. This can reveal hidden talents and abilities. For example: You may discover that a parent has strong organisational skills, is good in troubleshooting and can multitask. By recognising potential and utilising it forthe benefit of the company, you demonstrate appreciation at all levels.
𝟑. Do not create a two-tier society:
It can be very tempting to hand out „treats“ to show your appreciation. Special praise or invitations/vouchers are often distributed quickly, intuitively and subconsciously with good intentions. The recipients are often employees who are very important to you personally. The problem with this is that the culture of envy will inevitable emerge if the same candidates always benefit and others in the team are excluded.
For example: At the project completion dinner with the client, it is important that not only the project managers but also the entire team that worked on the project should participate. It is imporatnt to consider the big picture and give everyone an opportunity to contribute.
𝟒. Open and transparent communication:
Clear words: Who needs/is allowed to receive which information and who does not? This helps team members with less responsibility to understand that, despite all the appreciation, certain information is outside their remit. This prevents uncertainty and means that employees do not need to „worry“.
What is the best way to phrase this? Here is an example: „You don’t need to worry, I’ll take care of it.“
𝟓. Convey security:
Providing security for the team is the most important aspect of holistic leadership. This doesn’t necessarily mean job security, but rather keeping an eye on everything, taking care of personal issues and making employees feel „seen“. This unexpected attitude creates calm, especially during change processes which maintains or even increases productivity. „The burden“ is literally lifted from their shoulders.
My conclusion
It is often the little things that make the biggest difference. The topic of holistic leadership is becoming increasingly important. Given the shortage of skilled workers and constant change, we can no longer afford to overlook people. As always, it is important to experiment and be brave, because progress can only really happen when we have the courage to act.
„If you always do what you’ve always done,
you’ll always get what you’ve always got.“
Henry Ford
