Nov 30, 2022
Envy culture and German Gratismut
Why you need to be more active in shaping your organisational culture
The number of debates organisations must currently participate in has reached an all-time high.
Whereas it was common to participate in public debates with low frequency in the past, today, there is a need for more active engagement on issues of social relevance. Numerous incidents at the national and international levels raise the question for organisations as to how their value framework works in a moment of truth. In most cases, the results of communicative statements were dissatisfying.
Almost without exception, failed leaders caused the issue.
Incidents
The incidents at present are numerous, so two factors stand here as representative examples in the discourse. Firstly, the German Minister of Economics, Robert Habeck (Green Party), is looking for a photographer to accompany him on international trips. A budget of 350,000 euros was offered for this, based on two years of planning. The public rages and almost declares it a national disaster.
On the other hand, the German national team at the 2022 World Cup in Qatar sees itself at the centre of criticism. After it was not even possible to wear an armband with the print “One Love” on it, FIFA threatened with a yellow card here, the decision was that human rights are worth less than getting booked in a football match. The ensuing discussion proceeded accordingly. Thus, the German national team decided to stage a pseudo-protest at the next game with a hand held in front of every player’s mouth. This step was even celebrated in the closed filter bubbles of certain media outlets. Public opinion opposed this view.
These are examples of discussions emblematic of those you find in every organisation.
Distraction
The daily rates for a photographer calculated by the Federal Minister of Economics are on the lower edge of the usual fees for good self-employed photographers. Objectively, there is nothing unreasonable about the payment. The envy culture, however, always focuses on one statement: I do not have it, so nobody else can have it — a distraction from the core issue. The correct core question is whether a German Minister of Economics needs a photographer on his travels for years. A clear no is undoubtedly the correct answer here. In his position, Habeck receives sufficient photo material so that a tax-financed and rather narcissistic-looking photographer’s companion is not a sensible investment — especially not if taxes finance it from the working population. The culture of envy, however, leaves out the core question and deals with purely self-referential sensitivities.
The hand-to-mouth gesture practised by the German national team is a classic case of German Gratismut. Gratismut, translating “Free Courage” — courage that you only show when you are fully aware that you will not face negative consequences from your actions. On the other hand, the Iranian players took a different approach and did not sing their national anthem at their team’s match — a clear sign of support for the current pro-revolution forces in Iran. The consequences for the players and their environment can be life-threatening. The pseudo-protest of the German national team is reminiscent of those organisations that abruptly adopt fashionable themes when it is no longer possible to do otherwise. Suddenly everyone was agile, before, everyone suddenly had a lean management, now, everyone is sustainable, although those issues were previously ignored — gratuitousness without value with loss of social legitimacy as a consequence for the managers involved. No one follows a leader in the face of blatant opportunism.
Consequences
It is the task of management to intervene proactively in both cases. However, self-reflection on the situation is equally necessary. Envy culture can also arise because you, as an organisation, practice or promote precarious employment. If this is not the case, steer any discussion towards the correct factual issue. Tolerance of envy culture is inappropriate, and zero tolerance is the right course of action. Envy culture, however, does not end with purely financial aspects. When leaders arbitrarily do not accept working from home or other locations, it is often based on envy. This option was not available to those leaders in the past, so it is not offered to a successor generation. Self-reflection by management is critical here.
Regarding gratuitousness, it is important to reflect on which issues you have taken up (too) late and how you can improve this in the future. As an organisation, you also have a crucial role to play in the clear communication of values. A statement that you are apolitical is already a political statement and not an appropriate approach to communication. It takes more than following trends, jumping on opportunism, and following mass communication to stand out positively as an organisation today. Leaders are the key people who set an organisation up positively or negatively.
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