Change of Times: How Diversity Changes Leadership

Do you know Karin Dorrepaal? No? Actually, we should all know her, because she was the first woman to make the board of a DAX 30 company in 2004. As a pioneer in corporate female leadership, so to speak, she paved the way for other female managers: in 2010 there were ten women on the boards of the economically strongest companies in Germany, 24 in 2017. 8.3 percent of all German board positions are still meagre, of course — but at least the trend is right.

We could write long sociological essays on the reasons for that and why the composition of executive floors changes very slowly — and yet the topic will not be fully explored. One important reason is certainly that economy, politics and society have been strongly influenced by men for centuries. Women’s rights — I don’t even want to talk about equality here yet — happened very late, and they were “granted” to us.

A brief history of women’s rights

An excursion: Women have only been allowed to vote in Germany since 1918. Until 1957, a woman could only open a bank account with the consent of her husband — before that it was his duty to take care of his wife’s financial affairs. And only since 1977 have women been allowed to take up a profession without their husband’s permission — until then it was their (legal) duty to run the household. In some minds, this law still seems to apply today.

By the way, the GDR attempted equal rights a few years earlier: the family law of 1966 said that a marriage should be structured “so that women can combine their professional and social activities with motherhood”. Of course, no one spoke of fatherhood at that time 😉

Pack instead of lone wolf, network beats hierarchy — also on the management floors

Even if it sounds like from the dim and distant past: All this was hardly more than 50 years ago! Even in 2018, men still have a strong influence on politics and the economy. But I’m not talking about men or women, but rather about a more important point when we talk about the future of work and digital leadership: In many places, I still come across the traditional image of the boss as a lone wolf who builds up knowledge for the sake of control, always prevails and has a distinct awareness of power and status.

It is crystal clear that work is increasingly taking place in teams, which is why communication, lifelong learning and the reduction of knowledge silos are becoming incrementally important. At the same time, these teams are becoming more and more diverse — which is absolutely necessary in order to be able to look at problems from different perspectives and thus develop innovative solutions. Diversity and dissent beat conformity and consensus. The success of teams lies in their diversity, not in their homogeneity. Diversity is not only a question of gender mixing — it is important that managers bring together various perspectives, generations, backgrounds and experiences in their teams.

Leadership is a question of attitude

Of course, this is challenging in everyday working life: the needs of employees are very heterogeneous, especially in diverse teams. In my experience, it is ultimately a question of attitude to respect those needs and work together successfully at the same time. And because the fish always stinks from the head, above all, this is an attitude which high-level personnel must exemplify: I cannot expect my employees to take individual needs into account, to be open and flexible, and to seek individual solutions if I don’t live up to it myself.

This requires a special mindset and a new self-image of managers — from alpha wolf to coach, mentor and sparring partner. To being the enabler who paves the way for each individual team member to unfold and for the team as a whole to reach its full potential. Leadership via jointly defined goals and accepting that the group decides on a path that one would probably not have chosen. It’s about good communication, an open working atmosphere. And creating a trustful environment in which everyone can get involved and both praise and criticism are openly addressed.

Born or made to be a leader?

The question is now: Can we learn this style of leadership? Or must it be “in our blood”? It is clear that leadership is a question of personality. In a study, Russell Reynolds has identified five characteristics that distinguish successful managers in times of change: They are disruptive, innovative, courageous in leadership, socially highly competent and determined.

That sounds like a lot — but the good news is: In my opinion these are not qualities that you either have or not, but rather skills that everyone can learn. Making decisions, being courageous, getting involved with employees — managers can practice all this. Of course, it will be easier for some and not everyone can be strong in all five traits, but that is not necessary at all. These characteristics rather show what modern leadership is all about — a new attitude, a special mindset and not authoritarian alpha wolf demeanour.

Bottom-up and top-down

For this reason, I would like to encourage all managers and employees alike to take a closer look at these values. To question the status quo, constructively but critically. Together we courageously break new ground, try out flexible methods and new work styles. Broaden our horizons. Embrace new challenges. And value colleagues not despite but because of their diversity. That is the only way for successful teamwork and collaboration — and we’ll all benefit from it.

And what is your opinion on changing the world of work and the future of (digital) leadership?

This article is part of a series of guest contributions on the topics New Work and Digital Leadership. You also have an interesting thesis you would like to share? Feel free to contact us!

Articles already published

• “New Work: People x Technology x Collaboration” by Judith Gabbert, Porsche Digital Lab
• New Work: Networking and Knowledge Transfer — the Digital Transformation in the Automotive Industry by Alicia Metz-Kleine, Tandemploy GmbH
• Break down old structures. Become a role model! by Thea Feuerstein, Porsche AG
• Living a dream contrary to social expectations — the story of two successful female racers, by Anja Hendel, Porsche Digital Lab

A guest contribution by Ines Gensinger, Head of Business & Consumer Communications at Microsoft Germany and author of the book “Netzwerk schlägt Hierarchie”.

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