Digitization has become a basic part of everyday life. More and more people shop online, stream films and send messages via messenger services. Companies are increasingly exploring the possibilities of clouds and publications via social media fill entire bookshelves.

Digital media as a management tool

Organizations are increasingly creating greater decision-making leeway for their employees. This enables them to respond better and faster to customer requests. However, information must be collected and distributed effectively.

Digital media are the perfect tools here. Managers can use them to delegate tasks to employees without losing track. But digital leadership is not a self-runner and requires rethinking within the company.

Read in the next newsletters, which factors are decisive for the success of Digital Leadership or read here the complete article to the topic on our web page.

Mental patterns are thinking habits. Thinking habits trigger human behavior and are subject to an attitude. For example, if we are pessimistic, we are most likely to wait or reject. If we find an optimistic attitude, we expect the good. And it goes even further; depending on our inner expectations, we seek confirmation of what we expect. It is also possible that we may hide other facts and only perceive (positive or negative) what we expected from the beginning.

Management and employee behavior are therefore always the result of (mental) attitudes and attitudes. If behavioral changes of people in companies and organizations are desired, for example, more entrepreneurial action, cost awareness, goal, and result orientation, better cooperation, customer orientation, etc., then it is necessary to create the necessary mental prerequisites (preconditions for thinking).

Very often it can be observed that the attempt to sustainably correct behavior, for example through reward or punishment, fails miserably. In such a case, the person will also sometimes take recourse to admonition or warning in order to bring about a change in behavior. Since behavior is, in the long run, a consequence of the attitude, each attempt of the behavior conditioning reaches too briefly and comes to an attempted “training” equal. One cures at the symptom, not at the cause. If, on the other hand, it is possible to successfully change mental patterns, i.e. attitudes, a change in behavior is an automatic consequence. You can save yourself the futile trouble of trying to condition behavior.

Innovation is a self-runner in healthy companies, it is a matter of course. In a healthy company, other dynamics prevail. In sick companies, innovation must be initiated, generated and implemented under pressure.

In healthy companies, on the other hand, the employee no longer sees himself as someone who has to complete an order. He does it of his own free will, precisely because he has recognized that he is making a meaningful contribution to (world) society and not just earning a living.

In a healthy company, the employee sees himself as someone who has the task of reinventing the company, his own job, and even himself on a daily basis, and thus being the motor of innovation. 

Whether an employee, a supplier or even a customer is prepared to show such a degree of integrity towards the company depends to a large extent on how he is treated and how he deals with himself. In a healthy company, every stakeholder knows that he or she is important and valued for success. He is not a means to an end, but a partner. He notices that his contribution can make a difference and is valued for it. This appreciation forms the basis of his integrity and is the foundation of his performance and will.

Here, too, an urgent paradigm shift is necessary. In particular, the higher-level controlling and management processes in most companies prevent employees, suppliers, and customers from seeing themselves as innovators. The lack of inclusion and consideration prevents integrity in relation to the assumption of responsibility for the future by the employee. The employee withdraws into his excerpt, does not think and act innovatively in the sense of the whole company, which would also immediately bring him into massive conflict with the existing systems. The innovative power of employees, suppliers, and customers is massively blocked and does not benefit the company. The situation is quite different with companies that succeed in having their employees see themselves as innovation managers who have the mandate and mandate to reinvent the company and themselves every day.

Conclusion

Healthy companies are the organizations in which or with which people want to work permanently as employees, suppliers or customers. They experience esteem, partnership, joint development and shaping the future. Healthy companies create integrity together with their partners and are resilient, stable and innovative. They make a contribution to society and consequently produce social relevance and sustainability.