Modern leadership

Question 1: Companies go to great lengths to attract young professionals. Why are young professionals so valuable to companies?

The fact that young employees are valuable to companies is nothing new, but our working world has changed dramatically. Knowledge is becoming obsolete at breakneck speed and almost no company can survive on the market today without digital strategies. Young professionals have grown up with today’s technologies, they ask questions differently, ask different questions and thus make a considerable contribution to keeping the company fit for the future.

Question 2: What particular expectations do young professionals have of companies that managers should address at an early stage?

Young career starters have different expectations of their work than their predecessor generations. They define performance less in terms of the time they spend at work and more in terms of the opportunity to contribute themselves and their ideas. They want to communicate at eye level. They reject the cult of hierarchy and knowledge sovereignty. Managers should first and foremost invest in their personality and authenticity. Those who believe that they can continue to rely purely on their function, role and title and forgo skills such as appreciative and open communication, constructive feedback and holistic conflict management will find it difficult to create a climate of trust. If the manager ignores the need for information, appreciation and transparency, little respect and commitment can be expected from the employees.

Question 3: How do managers best master the balancing act between ‘taking things by the hand’ and ‘working independently’? Especially in view of the fact that managers find it difficult to give young professionals the right amount of guidance?

There is no one-size-fits-all solution here. People are and remain personalities with different strength profiles and correspondingly individual approaches. In my experience, the use of a scientifically recognised tool to analyse strengths proves to be very useful in both directions. I work here with the Predictive Index® tool to support managers and applicants in their reflection and selection.

Apart from that, management styles such as helicopter or micro management should be avoided as far as possible. While the helicopter manager disappears from the project after a quick briefing and acts as a ‘troubleshooter’ in the event of assumed or real difficulties and ‘shows his team how it’s done’, the micro manager remains in the project permanently and meticulously controls all processes. Both management styles reap maximum frustration and little identification with the task and goal achievement within the team. Managers are well advised to invest in their own self-management, individual team understanding and comprehensible briefing. Accompanying and regular dialogue results in a committed and motivated atmosphere in which the team members can identify with each other and optimally utilise their scope for action and decision-making.

Question 4: A current phenomenon among employees is ‘job hopping’ – how do managers ensure that young professionals don’t turn their backs on them after a short time?

We live in fast-paced times. It’s difficult to counteract the impatience of wanting to see as much as possible in a short space of time. In addition to an attractive workplace, I can only recommend being authentic and addressing employees as people, keeping promises and constantly developing as an employer. While contrived and elaborate employee motivation measures seem rather implausible and almost ridiculous, nothing can beat an honest conversation, individual development opportunities and a relaxed atmosphere. Nevertheless, there is little point in discussing away the phenomena of this time. My motto here is: Don’t let it drive you crazy. Accept what is, adapt to it and be creative.

Question 5: In start-ups, it’s not uncommon for founders to suddenly become the boss – presumably without (sufficient) experience as a manager. What are the biggest hurdles that new, young managers face?

Here, too, it is necessary to first become aware of your own core values. In other words, what is important to me as a person and therefore as a manager. Reflecting on one’s own image and the awareness of one’s own motivators and goals, as well as the communication that can be perceived by others, is important. Reflecting on one’s own image and being aware of one’s own motivators and goals as well as the communication behaviour that is perceptible to others is essential if you want to lead authentically and comprehensibly.

The prevailing ‘you’ culture and blurred boundaries between boss and employee often make it difficult for managers to enforce clarity and consistency. The challenge lies in finding the right balance between closeness and distance. While communication with co-founders, who are often friends you have known for a long time, is often wordless, the selection of new employees, their optimal integration and professional communication require a completely different approach.

My tip: Before founders start to expand their team, you should consult a coach with the relevant questions and work out in a workshop or similar setting where the individual blind spots are. In a workshop or similar setting, you should work out where the individual blind spots and pitfalls lie and what the right strategy for successful team building might look like. In my opinion, this is the most important investment alongside business development and is not just worthwhile in the short term. Learning is a long-term investment in yourself as a founder and the company.

Question 6: ‘You grow with your tasks’ – anyone who takes on the role of a new manager has to take on new tasks and responsibilities. Do you have any tips on how the transition phase can be bridged and how new managers can quickly find their feet in the position?

In my opinion, the first task is to consciously reflect on your role. As a first step, answer the following questions for yourself: How do I work? What is my intrinsic approach to problems? What (professional/personal) is expected of me as a manager by my superior? How does this differ from my previous position as an employee? What does the team expect from me? Who is my team?

In the second step, I recommend that you compare this with your line manager in an open personal discussion and also with your team. Knowing your own profile as a manager and being clear about the expectations of both sides allows you to prepare and familiarise yourself accordingly. Here too, the use of a personality process proves to be very helpful.

Question 7: How do (young) managers manage to be recognised and accepted as superiors by their peers or even older colleagues?

Basically, what is helpful in any social environment applies. Anyone new to a system or taking on a new role in the system should first get an overview. What are the structures like, who has what role, are there unwritten laws? Find your position and take your place with a mixture of healthy self-confidence and a certain humility. This is achieved through good preparation. In addition, an honest interest in and appreciation of the work of others helps immensely to establish yourself as a leader. Listening and getting to the heart of your own ideas in simple words earns respect. So avoid empty phrases and buzzwords in conversations.

Question 8: New employees are part of everyday life in fast-growing companies. However, the time available to managers is not increasing to the same extent, because satisfactory employee management takes time. How much time should managers plan for management?

Time is synonymous with appreciation. Hiring new employees and taking little to no time to familiarise them fully with the company and their tasks sends a clear message. Apart from that, a manager cannot really get to know an employee with whom he spends no time, let alone retain and develop him.

Conflicts in terms of expectations, performance and achievement of results are inevitable. Managers should be fully aware of this and ideally plan the first three months after the start date as soon as the contract is signed so that professional and personal onboarding, regular feedback meetings and familiarisation are optimally guaranteed. Other relevant employees should also be informed and involved. If you stick to the formula of quality over quantity plus smart, harmonised processes, you have a good chance of mastering this challenge in the best possible way.