Learn Wise Leading. Simone Janson

destroying. You can make good profits and at the same time make the world a little better. Only such acts belong to the spotlight from now on. And managers, who can not or do not want to, can immediately withdraw the management license.

      The new working world needs a new working culture

      The much-debated Generation Y follows - which is interestingly enough - the theory Y of Douglas McGregor, at that time a management professor at the MIT (Massachusetts Institute of Technology). His Y stands for the hypothesis of a fundamentally committed employee, who becomes even more committed through fertilizing, empathic leadership.

      This path is still called "cuddle course" by the hard chunks. And those who follow him are laughed at as beta boys. Because wherever you work with the crowbar, where there are no key figures for mindfulness and appreciation, where only maximum results count and "calculators" are in charge, there is no room for "soft factors".

      However, the socialmedia-affine smartphone elite has long since begun to develop a new, more ethical work culture: value-oriented, self-confident, playful, autonomous. She expects viable offices and a co-operation on the same level. Basically, all the older ones want to. Many of them had always wanted it, but the time was not ripe to demand it.

      The result of a good corporate culture

      In general, corporate culture is the result of a collective learning process, the care and care of which must never diminish. It encompasses the visible and the invisible, including taboos, secret rules and norms. It determines,

       how people in the company interact with each other

       as is the relationship with customers and partners,

       who gets hired and who gets promoted, in which environment the employees work,

       such as decision-making processes,

       how problems are tackled,

       how to deal with errors,

       what is made of ideas,

       how conflicts and crises are mastered

       what is controlled, how

       according to which performance measures one judges,

       how success is celebrated.

      The company climate is an expression of the corporate culture. It describes the atmosphere felt by the employees at the workplace. It is subject to temperature fluctuations. Corporate culture, on the other hand, is long-term and relatively stable.

      I distinguish between a poisoned and a laughing corporate culture. The first initiates a slow decomposition process. The second makes a company agile, robust and productive. It even survives crises and emerges from them strengthened.

      The atmosphere spreads from top to bottom

      The key to all of this is how management behaves. Because it is constantly observed how the boss is feeling. His voice, his gestures, his facial expressions: everything is interpreted. Every word, however lightly said, is given weight. If he is in a good mood, the employees feel with every interaction: Today is a good day. "Good mood is contagious," says the popular saying. Bad mood, too.

      How it works? Mirror neurons are responsible for this. Through them we experience what others feel in a kind of inner simulation. This leads to an emotional “infection”, to spontaneous imitation and often also to an unconscious copy of the style and habitus.

      We are wired so that we can resonate with those around us. Only a few people are pastors, most of them are aftermaths. And if we are not sure ourselves, we follow the one who makes us feel confident about his cause. And that is the boss, for example. In this way, the conduct of the executive committee is multiplied by its day-to-day work.