You know me, Franz. I like to be practical. Talking is good, but now it’s time to show what we can do. We can all do a lot. So we can assume that anything is possible if we stand together. Everyone in their place. We are everywhere. Everywhere in companies and, of course, in public services.
Companies are naturally closest to me. In my view, they are the ones that make things happen. Entrepreneurs make things happen. They act on their own initiative. They want to. There is something inside them that wants to come out. An idea. It wants to come out. You can express it. You have the strength to show it. The strength comes from within. It is a matter of the heart. You want it with all your might.
Entrepreneurs are the backbone of the economy. They are the source of everything that can bubble up when they are allowed to be themselves. You have to let them be. No bureaucrats to hold them back! Hold them back and take away their desire to do things.
We – the people – make sure that they can do things. We support them. We can’t have enough entrepreneurs.
Franz – Independence is what we want to achieve. We need independent people. Not dependent ones. This must also be the case in companies.
No bosses. Managers who can lead. Who encourage people. Then they can work independently. You know you can and are allowed to. You can do a lot. You want to get involved. People love to do things. Only when there is leadership that cannot lead is initiative stifled. The boss says he doesn’t really want initiative. You have to do what the boss says.
People change when that happens. They ask themselves why. Why should I take the initiative when it’s not wanted? I do what I’m told. Then the boss is happy. He leaves me alone. I am what he wants me to be.
Franz – we see that everywhere. There is no energy. By that I mean the joy of doing. You function. You’re there. You’re a wage earner. You come for the money. The company provides money. I’m there and I do what’s expected of me. Nothing more. What you do isn’t noticed anyway. Bosses are only interested in people insofar as they do what they want. Human relationships aren’t important. What’s important is the process. Delivering is important.
Franz – you also know what studies say about companies. Very few people carry the company. The others are there and do their job. Many have mentally resigned. You are there and you do. You see no alternative. You are not seen anyway. So I’m out of here.
That, Franz, is the biggest problem we have today, in my view. Too many bosses and no leaders. Egotists at work. But egotists can’t do what we need right now.
Cooperation is what’s needed. Cooperation requires working together on an equal footing. Egotists can’t do that. I’m the boss. Everyone follows my orders.
If cooperation is to happen, it has to be completely different.
Completely different means: „We’re on this journey together. The path is clear. It’s about our company. We are all important. Everyone is a customer of everyone else. Everyone understands what the other needs. Like cogs in a wheel, we move forward. We know that what I do and how I do it contributes significantly to how well the other person can do what they need to do to keep the wheel turning. So that everything can be good.“
Cooperation allows people to be themselves. They are themselves when they are noticed. People are interested in other people. Everyone is seen. We know that everyone is important for the wheel to turn.
Franz – all studies show that people want to be noticed. Attention is the most important thing for them. We cannot expect people to get involved if they are not noticed. The emphasis is on ‘getting involved’. Getting involved means ‘people contributing all their talents and abilities’.
How is a boss who only sees himself supposed to understand that? I am, that’s the most important thing. You are my assistants. No one can tell me anything. I know how to do it.
Franz – so it’s clear: ‘Cooperation can’t happen there.’
Friends, Britta is also with us today. The Britta you all know. She is known far beyond the country’s borders. She is the expert on: ‘Energy in organisations.’
Britta – energy in organisations, what is that?
Quite simply: ‘People have energy. They can have a lot of energy or a little energy. The energy that people have depends on whether they feel comfortable. People feel comfortable when they do what they want and when they are noticed. When what they do is seen.’
Britta – what happens when that is the case? Meaning: ‘When people feel comfortable.’
Then they are different. They contribute on their own initiative. Teams are much more active. Everyone is committed. We have a big problem with commitment. People are not committed if they are not seen. We know this very well from years of research.
It is clear worldwide that ‘enormous economic losses are caused by a lack of leadership.’
Inner resignation is just one example of this. Inner resignation occurs when people simply are no longer there. They are gone because they constantly experience that they are worthless. We also know that people have a big problem. That is: „They cannot accept themselves. They do not love themselves. Indicators of this are: ‘I am not important; I am not lovable; I am not valuable; I am not strong; I do not achieve my goals.’
I do not want to go into further detail here, but this has an enormous impact on people’s behaviour. It also affects their health. The soul cries at this self-assessment.
I’m not good. I’m not good enough. When this is the case, there is no energy. This can be measured. We can do a lot in this area today. But who is applying it?
Unfortunately, the topic of organisational energy still does not have the importance in companies that it absolutely should have.
We have long been able to prove that the energy of organisations has a major influence on many of the key figures that companies use today to manage their businesses. To name just one example of many: ‘Customer loyalty and thus the stability of sales development correlates strongly with the energy of organisations.’
Let’s assume – as already mentioned – that „every employee feels part of the whole. It’s like a partner who shares the goal with other partners that the company should do well, then there is something that is charged very differently in terms of energy than when people are just there and do what you want. It simply means functioning.‘
This also means: ’You train customer relationships in the company. We are all customers. You do for me. I do for you. We are on this journey together. We help each other. We know what the other wants. We are interested in the other and what they do, so that we can also deliver what they need to be able to do what they are supposed to do.“
It is clear that this creates a completely different customer orientation.
Within the company, you constantly train what is crucial for every company.
Customer orientation!
In practical terms, cooperation is customer orientation at all levels of the company.
Everyone for everyone. All in the same boat. A sense of togetherness.
A SENSE OF TOGETHERNESS AND WELL-BEING = THE TURBO BOOST FOR THE ENERGY OF THE ORGANISATION.
OUR COMPANY – A PLACE WHERE WE CAN BE WHAT WE WANT TO BE.
LOVING.
Britta – can you say that in a company today, the way you’re saying it to us now?
To be honest, not really. The part about loving people can scare them. You have to be very careful with that. You’ll soon be branded an esotericist if you say what is clear to me but is not yet clear or comprehensible to many people.
People have, of course, had many experiences that do not indicate that humans are loving beings. Furthermore, only a few people are familiar with how to understand ‘love’ in the first place.
Britta – one more question. If we were to assume that everything would turn out for the best and that the energy of organisations would be given high priority in companies, what significance would that have for the economy?
One thing is clear: ‘It costs worldwide hundreds of billions of euros every year – mind you, hundreds of billions of euros that are lost to the people due to leadership that is detrimental to employee engagement and causes all kinds of physical and, above all, psychological problems.’
It has been clear for years that psychological problems alone cause enormous costs for companies, which are rising exorbitantly year after year.
Leadership that can be described as leadership can therefore help the people to save enormous costs.
Money that can be used for projects that can help people on a broad basis to give their lives a new direction.
Thankfully, there are companies that show us that everything we have discussed above is possible.