Emotions as the driving force behind strategy work
Good thoughts and feelings travel fast. In the past, it was reserved for a few charismatics to ‘take people with them’. They spoke - usually unconsciously - to an emotional depth in people that other leaders could not see or express. They inspired and moved them.
At the same time, admitting that emotions also play a major role in business life and influence our decisions was not entirely harmless for our careers in the past. Plato's idea of "cognition" versus "emotion" still applied: the clever head guides - while the deeper, quasi-animalistic emotions were considered rather unreliable.
Today, science knows that our emotional preconceptions influence almost everything - even what we consider to be rational and conscious.
Emotions determine rational success
Emotions not only determine our decisions, but also the success of strategies. A successful strategy reaches people simply and intuitively - otherwise it will be difficult to implement. Strategy makers must therefore not only understand the strategy itself, but also the emotions and expectations of stakeholders in order to really convince them.
In addition, employees, managers and business partners often have their own strategies in mind long before the company management even communicates. The constant flow of information ensures that everyone unconsciously forms a picture of the company's situation and competitive strength. Their own strategy becomes an internal "streaming series" that is constantly (unconsciously) evolving.
Strategy communication as a series of impulses
Empathetic strategists understand that the inner "streaming series" of their stakeholders not only exists, but must be actively influenced. Their task is to steer this ongoing narrative in a targeted manner - with a strategy that is easy to understand, emotionally appealing and offers orientation. Only when this has been achieved can the implementation follow: Who does what, when and how?
In times of digitalisation and a constant flood of information, strategy work must also be as captivating as a good streaming series:
Like streaming services, strategy communication is also fighting for attention. With the increasing influence of AI, traditional strategy work is being further accelerated. Instead of clearly defined phases, there is a constant flow of strategic signals. This makes it all the more important to be close to the emotions of stakeholders - because they are the ones who determine success.
