The impact start: When the collar bursts
„They don’t do their job, they complain, and we’re leaving a lot of money on the table. And when I get angry, I’m toxic. I’m so sick of it!“
Many team leaders and managing directors sound similar to this. The frustration is palpable, the despair real. What many decision-makers think but rarely say eventually comes out (at the latest after a few glasses of wine or beer). But the hard truth as an experienced captain on the bridge is: Every team is a reflection of its own leadership—it’s tough, but deal with it. I had to learn that too.
When (extreme) ownership is lacking, processes descend into chaos, and teams work against each other rather than with each other, we are almost never dealing with a “people problem.” It is a system problem.
True leadership means breaking the cycle of reactivity and frustration. John C. Maxwell aptly said, “A leader is one who knows the way, goes the way, and shows the way.” Or, as Jean-Paul Belmondo flippantly said in an old adventure film: “Always first in work, fun, and danger.” Let’s walk this path out of crisis and into value creation together.
1. Knowing the way: From administrator to strategic architect
Many managers confuse administration with leadership. They read reports and make appointments, but they don’t know the way forward.
- Vision as a navigation system: If you don’t know the way, you can’t give directions. Without a clear direction, mediocrity and “working to rule” ensue. Of course, it’s bad when there is no vision at all. But that’s another story.
- Strategic generalism: As a leader, you need to understand the architecture of your company. It’s about connecting the dots. If marketing, sales, and IT are isolated islands, energy is lost in the friction between silos.
- Know what matters: Expertise is the foundation, but understanding the system is the lever. Do you really know where you are leaving money on the table? Or are you just managing the status quo?
- Love people: You can’t be a good leader (I don’t really like the word “leader”) if you don’t like people. Every leader (whether with or without a title) is responsible for people.
2. Walking the path: integrity and radical honesty
Leading by example means adopting the attitude that you expect from your team. Those who say “go” but demonstrate “stop” lose their integrity.
Awkward questions
“Walking the path” also means making courageous decisions and enduring conflicts. Ask yourself radically honest questions:
- Would I hire this person again today? We often hire based on CVs rather than attitude. Competence without soft skills is worthless in an integrated system.
- What did I myself contribute to this? Leadership means personal responsibility. Those who allowed the system to exist must also want to change it.
- What did I myself block? Leadership also means self-reflection—honest self-reflection.
- Would I hire myself? Or alternatively: Would I sanction a team member for my performance? Leadership also means radical honesty. How often have I seen team leaders or managing directors make mistakes for which every team member would have been sanctioned? And if you now respond that a supervisor has different rights and freedoms, then start reading again at question 1.
Integrity in practice
True leadership shows itself where it hurts: in feedback. What doesn’t work must not be hushed up. True integrity means creating clarity—even if it is uncomfortable—including for the leader themselves. Only those who do what they say will regain the trust that is necessary for genuine passion (which is nothing other than ownership) in the team..
Please don’t misunderstand me: The statement “True leadership shows itself where it hurts” is certainly true. Nevertheless, the goal of good leadership should be to prevent situations from escalating to the point where pain or harshness becomes necessary. Leadership is often equated with perseverance and fighting spirit, but true leadership strength is demonstrated by recognizing challenges early on and acting proactively to avoid escalation. Of course, there are moments when a leader has to fight—this is undoubtedly part of not losing effectiveness. However, the real art lies in minimizing such situations through forward-looking action. I don’t want to use war metaphors here, as I consider such comparisons inappropriate in the context of leadership and marketing. Nevertheless, one thing remains clear: when it matters, leaders must be prepared to take the difficult path. That is precisely where the decisive difference lies.
3. Showing the way: Mentorship and the art of orchestration
Influence does not come from authority (or, in the worst case, toxic behavior), but from respect and empowering others. A leader shows the way by developing people—or by consistently separating themselves.
- Silo breakers instead of hierarchy riders: Break down the walls between departments. Show your team how interdisciplinary collaboration works.
- Realign roles and goals: Clarity helps everyone. When everyone knows what they are responsible for, there is room for initiative and drive.
- Mentorship with passion: Invest in the development of your people. Turn administrators into co-creators. But also recognize that not everyone is wrong; some are just in the wrong system.
- Software: In my opinion, the often-quoted saying “A fool with a tool is still a fool” falls short. Practice shows that software systems—be they to-do lists, chat platforms, or other applications—are essential tools for effectively implementing mentorship, clear roles and goals, and overcoming silo structures. They serve as central instruments for translating theoretical concepts into practice (operationalization). A chat system that connects all members and departments contributes significantly to breaking down silos. Similarly, software that provides transparency about roles and goals creates the basis for structured collaboration. Furthermore, such systems enable efficient communication with mentors (or protégés) and targeted task management. For these reasons, I consider software solutions to be a decisive (operational) success factor..
Conclusion: The transformation begins with you
A successful leader knows the way, leads the way with determination, and takes their team with them. Leadership is not a goal that is achieved once and for all, but rather an ongoing process of orchestration. But it is even more than that. Simon Sinek says: “Leadership is not about being in charge; it’s about taking care of those in your charge.” Simon Sinek’s famous quote, “Leadership is not about being in charge; it’s about taking care of those in your charge,” emphasizes that true leadership is about service, responsibility, and creating an environment where people can thrive, not about exercising authority or focusing on personal power.
Effective leaders value the well-being, development, and safety of their team, foster trust, and empower their employees to succeed, so that their success is a reflection of the leader’s ability to support others. And as trite as Simon Sinek’s quote may sound, it hits the nail on the head. As a leader, you have a far-reaching responsibility that goes far beyond numbers, tasks, customers, or the company: it’s about responsibility toward people. And this is where we come full circle to a central point: you can’t be a true leader without a sincere appreciation for people.
However, those who prioritize numbers or results over responsibility for people run the risk of confusing leadership with harshness. This is not about naive social romanticism, but about a clear moral compass and the ability to be there for others. Studies repeatedly show that a work environment that promotes security, cooperation, and humanity is more successful and profitable in the long term than one that views people merely as resources. Genuine leadership—often referred to as servant leadership—is not only more humane, but also more economically sustainable than an authoritarian leadership style.
So if your current system only generates frustration and reactivity (and thus, to a certain extent, financial damage), it’s time for a reboot. Stop scaling chaos. Start rethinking leadership – human, strategic, and unwaveringly pragmatic.
FAQs about Real Leadership
