“If you want to repeat a part of your parents’ life yourself, remain unconscious, do not question anything and seek responsibility from others.” Anke Sommer
Let’s imagine seeing an entrepreneur. He is the owner and thus the head of the company. Our model entrepreneur is full of ideas, vigour and creativity, so we are all the more surprised when we meet him again seven years after he was founded: Our entrepreneur, who looked fresh at the time, is now looking strained. Light features of bitterness can be seen in the corners of his mouth.
Our model entrepreneur, Steffen, has built up a good company thanks to his great creativity. He now has 85 employees. Business is good so far.
What he didn’t think of was considering his very own personal history. He is the son of a couple of entrepreneurs who were consumed by their own business. Steffen’s father died of a heart attack at the age of 50. His mother embittered about it, but managed to get the business off the ground until she sold it successfully.
Steffen is confronted with two opposing, systemic movements. One movement strives for success, the other burns to death. If Steffen does not understand the meaning of his history here, he will follow both movements in his actions.
In the long run it robs him of his last strength. If he runs forward, the unprocessed grief will slow him down. But he is in no way aware of it. Today he is not even surprised that despite all his success he is not cheerful and happy. On the contrary, he thinks it is normal.
Agility and unconsciousness are not compatible.
A company is naturally dependent on being agile. The longer a company exists, the more changes it had to survive in good health to take the next step in its development, and above all the establishment of its own specialisation requires entrepreneurial flexibility.
On the one hand, specialization must be unique and, on the other hand, broad enough to survive future, unpredictable bottlenecks. What this means in today’s fast-paced world is obvious: agility needs a positive system in order not to burn out in the long term.
In order to do justice to its illustrative character, we call it Plus systems here. If we have many plus factors available in a company, the people in charge are allowed to run ahead at full throttle and dare to take big steps.
“Plus systems grow out of plus factors – consider your systemical background to enlarge your agility.”
Plus factors are present when the person in charge is aware that he or she does not only consist of his or her frontal lobe. Rather, it is also a sum of old family-historical events that have shaped him from an early age and are reflected in his upbringing as well as in his ways of thinking and behaving.
In short, his mind reflects the historical events of his parents. His very own agility is happy if Steffen gets the idea that his grief has a lot to do with the event of his parents. If he is not aware of this, his personal and entrepreneurial agility will remain influenced by the patterns of his parents.
So the two opposing systemic movements that have already led to a sad outcome for his parents, because even his parents did not live their own agility, which led to his father’s tragic incident.
How do you separate your leadership agility from your history? Or to put it another way: How can you make healthy use of your full potential for success?
In the following I will introduce you to 7 steps with which you can live your agility positively.
Become aware of the fact that – seen from the perspective of the course of the world – you are only a small, albeit great, number.
Use your lifetime also to work on your (self-) leadership. The starting point of self-development is the realization that it requires your conscious work so that you are recognizable and not just the sum of your historical experiences.
Realize where your behavioral and thought patterns resemble those of your parents. Then you can no longer be unconscious here. You have thus acquired a free space in which you can take a seat yourself. So in this room you can find out who you are without your parents’ pattern.
Now you can also scan your environment. To which behaviours of your colleagues, employees etc. do you react sensitively and exaggeratedly emotionally?
Attention! This means that there is a high probability that you have just encountered an old pattern, which is also found in your family. Even if you were not aware of it, a dynamic was repeated here that you know from your family.
Now it is your turn to develop your very own agility. Create daily time windows in which you work on your agility, i.e. personalize your agility and ask them what they want from you. So what should you do to ensure that your agility is satisfied?
To do this, define at least five daily activities that express your agility or proceed in a similar way to the entrepreneur Steffen.
If you have the uncomfortable feeling of being stuck somewhere in the meantime, go back to searching for old patterns (step 3) and pick up this pattern by naming it. Often the naming is enough for it to become conscious and not automatically cause you to stumble.
Systems like clarity. Train your system, your team, your department, your company. The more plus factors there are, the more you can trust each other, learn from each other, grow with each other – for the benefit of all.
On this basis, leadership is agile because developed leaders do not take anything away from each other. At this level of agile leadership, everyone is so specialized (unique in what they do) that they are out of the competition. Here you can no longer copy and act freely.
Translation: Institut Sommer