Two new success factors: inspiration and intuition
Business still finds it difficult to deal with emotions properly. The fact that emotional influences were not a real currency in business for a long time still resonates. The white, male management hero was the role model: tough, loud and ready to give as good as it gets. That has changed fundamentally: Today, inspiration is promised everywhere. And for good reason! Where inspiration used to be just the spark for ideas, today it has become strategically more important. It is the necessary first impulse that opens people up to new perspectives and makes them feel positive. "Commands from the top" can hardly do that.
The emotional fuel for strategies
The change in attitude has a lot to do with the progress of research. Whereas feelings used to be perceived as uncontrolled emotions, we now know that - firstly - feelings and emotions are not the same thing (feelings are small, situational waves on the seas of emotional preconceptions, so to speak). And that - secondly - "emotional reactions" occur almost automatically and in certain stages.
Intuition is already waiting behind inspiration. As a feeling, it is far less spectacular than the pleasantly stimulating inspiration - but its effect is much more fundamental. Intuition is the silent, super-fast comparison with your own experiences, judgements and experiences. It gives new approaches, ideas and perspectives a free emotional ride - or not. If intuition goes on strike, strategic persuasion ends right there.
Enthusiasm that builds bridges
In today's working world, people can decide whether to follow a strategy - or not. Information is accessible at all times and loyalty to the company can no longer be taken for granted.
Leaders must therefore be able to build emotional bridges and quickly replace lost bonds with trustworthy and understandable communication. Only those who manage to get managers, employees and shareholders excited about a strategy will have overcome the first hurdle: gaining people's trust.
Quick approval, quick implementation
The challenging part of the strategy job lies in constantly consolidating and renewing this approval with good arguments. The mediation work never stops - the purpose of a task must be demonstrated again and again.
Good strategists are therefore not only clever thinkers, but above all one thing: good, human-centred and therefore inspiring communicators. They know that: People who are supposed to act need to understand the plan immediately - only then can they implement it quickly.
