Good Leadership: What I Learned from Great Bosses and Bad Ones | Becoming Armin L Rau #200

00:00:00: Welcome to Lessons To Grow, the podcast on effective leadership in times of change.

00:00:08: I'm Armin El-Rauw an international manager and entrepreneur.

00:00:14: Today is a milestone.

00:00:15: you're listening to The Two Hundredth Episode Of LessonsToGrow And it's my first episode that i give In English!

00:00:27: Good bosses and bad bosses about what I've experienced in my own career, What i have learned from it And what you might be able to take away as well.

00:00:38: All of that comes right after the intro.

00:01:01: this in all modesty, been there got the t-shirt.

00:01:09: I've worked closely with the so called superstars of a great deal over the years.

00:01:34: So for the two hundredth episode, I want to pull back the curtain.

00:01:39: little.

00:01:40: it's about patterns good bosses bad bosses different types of people mentors clients investors and all situations where you're dependent whether formally or emotionally.

00:01:59: but first of all thank you.

00:02:01: Thank You For Your Trust Thank you for your loyalty.

00:02:04: We're approaching ten thousand streams on lessons to grow, have just under five hundred subscribers and I'm truly delighted that this collection of experiences which i am sharing from around twenty years of international management and now over ten years of entrepreneurship as well Perspective, as far as good corporate leadership is concerned... ...is clearly appreciated.

00:02:40: So let's dive right in and I'll start with the bad bosses.

00:02:46: There was for example The Computer Scientist With a PhD A solid technical expert A bit of an eccentric A bit off a colorful character Quite amusing.

00:03:00: But then he suddenly became the boss Of about thirty people.

00:03:05: As a manager he was completely unsuitable, that's a pattern I've seen quite often.

00:03:13: the expert ,the creative oddball... The technically strong person is made into a manager.

00:03:22: after That things get difficult for everyone and the employees have to figure out how to deal with it And eventually Everyone starts finding their own work around.

00:03:38: Then there's the other type, which is far more unpleasant people who compensate for being overwhelmed stressed or feeling insecure by having emotional outbursts.

00:03:55: I've seen everything right up to The Hot Tempered Type.

00:04:00: It must be said however that in the early years of my career, authoritarian leadership was still absolutely the norm.

00:04:11: Intimidating employees were also common!

00:04:15: It's part you tried to get through it.

00:04:37: Today, I would say emotions and facts must be kept separate.

00:04:43: anyone who wants to lead must have their emotions under control And especially when they are strong all the more so.

00:04:55: my father used to say sometimes When we were kids Go bang your head against the wall three times.

00:05:06: Maybe that'll make things better.

00:05:09: Of course, you don't have to take it that far or see it that way and in my father's case too It was essentially a way of getting things across through exaggeration.

00:05:23: But the point is clear.

00:05:25: first calm down breathe.

00:05:28: then look at the facts.

00:05:30: How do you deal with bosses like that?

00:05:33: With true hotheads or people who use psychological terror, there are only limited options.

00:05:42: You can address it directly.

00:05:44: most of the time.

00:05:45: this doesn't get you very far because such people often resort to making excuses... ...you can take the official route through proper channels in a corporation.

00:06:00: that would be the HR department, for example.

00:06:05: That's often difficult too because you're then quickly accused of a lack of loyalty or get subtle feedback that shouldn't have escalated the issue... ...or maybe even that you are too sensitive?

00:06:20: All of this happens!

00:06:23: If someone is putting employees on display belittling them and systematically intimidating I would say today, either go through official channels or straight to the CEO and manager in charge.

00:06:42: And if the CEO of a manager is in charge does not stand behind you then leave!

00:06:50: There are some things that are simply unacceptable... You're more valuable than your realising this situation.

00:07:00: Always keep that in mind.

00:07:01: Your position is always stronger than you think it is.

00:07:08: I used to put up with far too much out of fear because my career, the next position or investor chain as sometimes call today That's a chain for mentors who need to be satisfied on whom they depend.

00:07:30: Endure it now.

00:07:32: Today I see it differently, though i'm fully aware that It's always difficult to look back on things with the knowledge you have.

00:07:41: Now On To The Boss Types.

00:07:46: Another type of boss I've encountered is the Rumpelt Steelskin.

00:07:51: That's what I'll call him for now Someone who was completely overwhelmed by his role Who worked himself nearly to the burn but lacked intellectual, intellectual and professional capacity to fulfill the robe.

00:08:09: He also lacked academic training in this case which in itself wouldn't be a problem at all if someone still brought substance and leadership to the table.

00:08:25: In this case however that wasn't the case.

00:08:29: he couldn't convince us employees professionally and try to compensate for that with subtle, sometimes less subtle pressure.

00:08:42: That brings us to an important point.

00:08:46: it's always about dependency.

00:08:50: this can happen with bosses but also applies to investors mentors clients board members.

00:09:00: whenever you're dependent or feel dependent This power dynamic can be exploited.

00:09:10: You might have to put up with something like that for a while, but at some time or At some point you should look for options.

00:09:21: She should start looking around for alternatives.

00:09:24: That's one of the most important lessons I've learned from bad bosses.

00:09:37: Who is affected?

00:09:39: should you know not put up with it for too long and If your a boss don't do it yourself later on.

00:09:49: I didn't want to become like that.

00:09:51: Not as a supervisor, not as a mentor or an entrepreneur And also not as an investor.

00:09:59: Then there's the next type The one who sold himself to.

00:10:03: well very interesting case.

00:10:05: someone goes into a job interview sells himself or herself brilliantly, lands a role for which they are far from prepared and then they're stuck there.

00:10:17: My favorite professor Neil Thornberry from Babson College once called this type of person the country clubber.

00:10:26: This is someone who walks around or walks through the hallways in this case as if the whole place was a country club.

00:10:37: looking around, a bit of small talk and style as if you were cruising on the Aida but with little substance.

00:10:47: And of course no one is allowed to notice!

00:10:51: I've seen how this kind thing has led millions in losses.

00:10:58: People like that are often less unpleasant than hotheads.

00:11:03: They don't yell they do not necessarily apply pressure openly, but they obfuscate.

00:11:10: They play games...they evade and eventually it gets expensive And that's very dangerous.

00:11:20: I used to have the problem That i found It hard To tolerate incompetence in a given role!

00:11:27: ...and i suspect people noticed Mediocrity too.

00:11:32: I still Have my issues with mediocrity to this day.

00:11:37: I admit, i can be radical about it sometimes.

00:11:40: And people probably noticed that at one point or another... ...I ended up having to pack it in but in terms of substance.. ..I stand by this when people are overwhelmed professionally and substantively.... ....and try to cover-up that overwhelm It becomes dangerous.

00:12:04: This runs through many bad bosses.

00:12:09: I sometimes say casually, they had no clue.

00:12:14: that's obviously an exaggeration.

00:12:16: what i mean is not there overwhelmed Not big enough for the job.

00:12:24: in my experience That's one of the main patterns of bad leadership.

00:12:30: There's also the variant where someone intellectually understands exactly what they are doing.

00:12:38: Another type of boss, They're not at all stupid professionally but these people build a fantasy world.

00:12:46: It happens quite a lot!

00:12:48: They act as if there is something that they aren't and it isn't just like the team.

00:12:55: Employees notice this immediately.

00:12:59: cynicism is often the result, and then they don't take you seriously anymore either.

00:13:07: So here too stick to reality stop building up fantasy worlds or perhaps falling for strange stories.

00:13:18: Then I also saw The Tyrant – The Desperate Again someone who was overwhelmed by this situation.

00:13:26: He acted as if he were participatory.

00:13:31: In reality, he wanted to control everything.

00:13:35: Little trust in others... Presumably also little trust in himself!

00:13:42: Not a bad man at heart but overwhelmed with the stuff that he had to manage.

00:13:50: He was also overwhelmed by this specific field which led me back then.

00:13:59: He had worked his way up from humble beginnings, which isn't a bad thing at all.

00:14:03: I come from humble beginning myself Probably with a lot of fear in this system and that turned him into a controlled freak clumsy In his human interactions and communication.

00:14:18: That too is A pattern.

00:14:21: being overwhelmed Is compensated for sometimes through acting Through pretence and that as it was the case with The Country Clubber.

00:14:37: Sometimes, ideas compensated through pressure like with a desperate in the worst-case though choleric behavior Like with the cholera And the result is almost always the same.

00:14:51: employees mentally check out.

00:14:56: then there's the boss for whom ego and their own narrative becomes more important than the work and company.

00:15:06: That's very frustrating for employees, they are often intelligent people these bosses organized with good ideas.

00:15:16: on paper everything fits together perfectly but when it comes to implementation It misses the mark Dreamers People who want be a bit of a pseudo Steve Jobs, but that doesn't fit with operational reality.

00:15:37: These people are often resistant to advice the ego-driven types as I call them sometimes quite resistant to advise they act is if there listening to employees and if their involving everyone in end do exactly what had planned all along.

00:16:02: That's extremely frustrating and here too, employees eventually check out mentally.

00:16:09: the result is as I said inner resignation and cynicism And As i've also seen these shortcomings are transferable to other groups.

00:16:22: I have seen investors treat founders like idiots really literally.

00:16:29: I've seen mentors yelling at their mentees.

00:16:32: I have seen that, too!

00:16:35: Um...I see clients unload.

00:16:38: they own stress onto us as entrepreneurs or service providers.

00:16:43: It's still common in our case with my company not so much because we go to great lengths Not to work such clients But We See it In The Market Such cases and the rule is always make sure you find alternatives or rather that your already have alternatives before you get into these situations.

00:17:13: You need to make sure they don't have to put up with so this people in order to get into a situation of dependencies, look for new investors or look for options in investors, jobs clients.

00:17:33: And yes sometimes you also have to have the courage to part ways with a client.

00:17:41: don't always cave-in and say we need the money.

00:17:45: that's nonsense.

00:17:47: at some point You Have To Have Clear Principles not out of defiance but Out Of Self Protection & Self Respect.

00:17:57: In the corporate world, in the world of large corporations.

00:18:01: I put up with that far too much.

00:18:05: As an entrepreneur i don't do that anymore.

00:18:10: and That brings us to the topic of good bosses.

00:18:14: And thats a whole different story.

00:18:17: Right at start my career had boss who was very structured Very goal orientated supportive open.

00:18:26: You could go him.

00:18:28: little hierarchical posturing, yet a clear line.

00:18:33: If something went wrong he could also say that won't work!

00:18:37: That's very good leadership supporting while also demanding something listening openly providing direction drawing clear lines.

00:18:52: then I had a boss who really took the time even when it came to I produced.

00:19:00: That impressed me a lot.

00:19:01: back then, he got involved in offers proposals and reports.

00:19:08: presentations helped improve them didn't just comment from above once we had the workshop on a massive proposal was about one hundred thirty five million back than and here was able to say when the whole thing went astray little bit.

00:19:28: Listen up folks, this isn't about blah-blah and putting on another great workshop with a social component in some touchy-feely nonsense.

00:19:40: This is about achieving the goal – A result!

00:19:44: What do we need right now to achieve that?

00:19:48: And then all hands to The Pump.

00:19:51: They are good people Do us People who make a difference Yes, and then of course one of my great role models was Eduardo Montes.

00:20:03: I'd like to mention him here by name.

00:20:06: He was the former country manager or head of Siemens Spain which was already back Then i think a five billion euro company One of my bosses who later even made it into The onto this Siemens executive board thanks To his strong performance.

00:20:26: an exceptionally good manager leader.

00:20:29: What made Eduardo so strong?

00:20:32: Focus, absolute focus.

00:20:35: Structure clear expectations.

00:20:39: You always knew why you stood no nonsense No dreaming nor beating around the bush and That was very very helpful.

00:20:49: And above all he led by example in what he expected from others.

00:20:55: For example when I presented The figures had a monthly meeting with him where My subsidiary had to present the figures to him.

00:21:05: It would happen that he'd say, Armin something's not right here I don't get it.

00:21:12: No me cuadra!

00:21:13: He always said in Spanish no me quadra armin so That... So he set for example In cell E-twenty seven at an Excel table.

00:21:24: there is some thing off and then you have to explain.

00:21:29: That's leadership, being willing to go into detail and not always demanding.

00:21:38: You do it but you lead by example.

00:21:43: then after my time abroad back in Germany I had someone from whom i learned a lot about serenity or rather who wished me serenty.

00:21:56: he was the first to do that.

00:21:58: I mean, maybe Manny others recognized it before but he was the first to subtly convey It's To Me in a dedication In A Little Book That He Gave To His Employees.

00:22:10: He wished me serenity.

00:22:12: and thats when The Scales fell from my eyes.

00:22:17: And that Was Over Twenty Years ago and i've been working on My Serenity Ever Since!

00:22:23: Serenty That's a topic.

00:22:25: I've been working on my whole life.

00:22:27: actually and How does the saying go?

00:22:32: self-awareness is?

00:22:33: The first step towards improvement.

00:22:36: at least that's what we say in Germany And I can only advise anyone under pressure to work on it.

00:22:43: on serenity if you aren't naturally gifted with it entrepreneur and the manager or an SME, imagine director.

00:23:01: All these people with whom I share my experiences as clients.

00:23:06: they are regularly under pressure some even under constant pressure And that's a big challenge for me.

00:23:18: Serenity or composure means first and foremost taking things as they are.

00:23:24: Not fretting, look at the facts don't wish things were different because these simply aren't!

00:23:34: And then ask what's best I can make of this situation?

00:23:39: Easier said than done.

00:23:41: i know Some people have this gift by nature, my father has at least ninety years old.

00:23:47: My paternal grandmother had it!

00:23:50: She lived to be ninety-nine.

00:23:52: My father in law does too.

00:23:54: he'll be ninety four This year.

00:23:58: That's admirable.

00:23:59: I myself will probably never reach that level.

00:24:03: i'm wired differently more driven More ambitious more eager for great success and That's the flip side of having less composure, so kind-of a positive flipside I would say in that case.

00:24:19: As Bruce Lee said and this is one my mottoes to always be happy but never satisfied Always Be Happy But Never Satisfied!

00:24:30: But as leader you have to display certain kinds of serenity or composure.

00:24:38: As an example, we at my company didn't have a particularly good first quarter here in the agency.

00:24:45: It wasn't exactly a homerun – it was not life-threatening but kind of result that had us all shouting hooray!

00:24:56: That's when you have to look at this situation calmly and objectively.

00:25:01: Examine overhead costs unnecessary cost absolutely.

00:25:06: crucial, that's where the death of every company lies in SG&A.

00:25:11: In the overhead what is really necessary?

00:25:14: What stabilizes things?

00:25:17: and then back to the basics?

00:25:19: yes for example in sales having conversations initiating Conversations Having the stats right being out there purely from a statistical standpoint.

00:25:29: That's important.

00:25:31: getting back on track.

00:25:33: We manage that during the first quarter, things are looking up again.

00:25:38: And that too has to do with composure or level-headedness.

00:25:43: sober mindedness comes more easily to me personally than composure.

00:25:50: But let's get back to the types of bosses.

00:25:54: then there was The mentor who gave me responsibility very important.

00:26:01: He was at that point in time the CEO of a billion dollar company.

00:26:07: I was anchored somewhere in the lower ranks of The Hierarchy and he discovered me, He once sent me to Sydney evaluate an outsourcing opportunity.

00:26:20: Commonwealth Bank Of Australia i can say that now A big bank.

00:26:25: it's ages ago And there I Was supposed To prepare a decision deck or Decision Memo .I took That very seriously of course because I'd been given the responsibility.

00:26:39: And, i think...I did a good job!

00:26:42: My mentor-the CEO was of the same opinion and so you can see how a leap of faith can lead to good performance.

00:26:52: it does.

00:26:53: such a classic example of good leadership.

00:26:56: You give someone responsibility even little bit more responsibility, then they can certainly handle at that moment.

00:27:08: The claim is bite off a little more than you think.

00:27:36: Exactly that, they trust.

00:27:38: But it's not blind-trust!

00:27:40: There is a lot of misunderstanding here about trust.

00:27:45: I've always pointed this out You have to earn trust.

00:27:50: Yes leaders challenge you.

00:27:52: They create stretched goals and don't leave on your own but you just need to justify that Trust.

00:28:02: Back to the boss types There was another absolute highlight among the types of bosses I've met and that Was a guy called David Andrews.

00:28:15: I'm going to name him here, too by name because he was so exceptionally good And it's also A long time ago.

00:28:24: Along with the mentor from The Corporation i mentioned who trusted me.

00:28:28: With Sydney and with Iroaro Montes David Andrew is Among the most Inspiring leaders ever encountered.

00:28:38: In any case, he was the only one who could give me goosebumps during his

00:28:43: presentations.".

00:28:46: Why?

00:28:48: Focus.

00:28:50: Absolute professionalism.

00:28:53: Data-driven approach.

00:28:56: Above all it was a great storyteller I must say results oriented supportive trusting present encouraging and very demanding.

00:29:09: What was truly impressive about him, his courage to stand by his principles.

00:29:16: That is always really important!

00:29:19: One principle for example in sales at the company I worked with before... The head of marketing and sales there back then.... ...was the following.

00:29:31: So that company generally dealt with BPO deals more specifically enterprise partnerships worth hundreds millions.

00:29:40: There was this one principle that at a certain point in the prospect's purchasing process, we had to secure exclusivity as a potential provider.

00:29:52: so we demanded that no further discussions or conversations be held with our competitors just with us.

00:30:01: A billion dollar corporation wouldn't grant us that The consequence?

00:30:07: We walked away as David put it.

00:30:12: A year later, the company came back and we closed the deal.

00:30:17: but you have to be able to afford that kind of courage.

00:30:23: You can't make your business dependent on individual deals or transactions.

00:30:30: That's the key point.

00:30:32: The bottom line has to be right And I had never experienced that kind Consistency before.

00:30:44: and with Andrews, And that company there was something else That I had never experienced Before.

00:30:51: And haven't since.

00:30:53: i call it executive discipline.

00:30:56: you could also Call it execution Discipline.

00:31:00: very important in other words the Very clear line.

00:31:05: once Something Was Decided It?

00:31:08: Was Implemented.

00:31:11: There was no looking left or right.

00:31:13: Sometimes what was implemented might not have been perfect, sometimes it was wrong but it was implemented.

00:31:27: I've rarely seen that kind of execution strength.

00:31:30: It was absolutely amazing.

00:31:34: A focus on numbers is also important.

00:31:37: That brings us to another boss i've had Or To a different culture.

00:31:42: Give me the numbers was always The refrain at the US corporation.

00:31:47: I once worked for give me the figures, give me their numbers.

00:31:52: In the end the numbers don't lie.

00:31:57: What good does it?

00:32:00: what Good doesn't do us if we're all happy and get along well but are making losses?

00:32:07: Yes That's nonsense isn't it?

00:32:09: Numbers have to be focus alongside support, conversations and help.

00:32:17: I remember a phone call with my boss from the US at that time.

00:32:21: i was sitting on The ice train...the long-distance the fast train in Germany On our way to Berlin And My numbers weren't quite Stacking up or adding Up!

00:32:35: The call lasted maybe ten seconds.

00:32:38: He said Armin we can't lose That much money so do something about

00:32:44: it.".

00:32:46: And then he hung up.

00:32:48: That was a clear message, but I also knew that if i needed him he'd be there!

00:32:55: So I did something about as he requested and afterwards once it had worked out ,I was in his good books.

00:33:04: Clear messages are important for good leadership.

00:33:09: Clarity is important.

00:33:12: Then there was the CEO of a major telecommunications group.

00:33:16: I got to know he wasn't my direct boss any at that time.

00:33:21: Actually, we never was but i had him on my radar so-to speak and He was the ceo?

00:33:28: I Was maybe under third or fourth level off that big corporate.

00:33:34: he had charisma But not that artificial charisma of a desperate.

00:33:45: he had the kind who, how can I say this?

00:33:52: It was a different kind of charisma.

00:33:54: He has international experience, sophisticated demeanor, multilingualism and cultural affinity.

00:34:04: If you want to become truly good international leader English is not enough.

00:34:11: Just language isn't enough.

00:34:12: You have to immerse yourself in cultures go beyond language.

00:34:19: You have to have an interest in a love for culture, you have to be able to connect with people.

00:34:29: then you can become really good.

00:34:33: and the best of all they have a vision that can lead and manage ,that can articulate a vision when people over to it and then lead them on the path to implementation.

00:34:49: The strongest vision I ever had with a team was when i worked in England, I was leading a pre-sales consulting team there.

00:34:59: There were about twelve of us In total all young people super motivated All with MBA's All itching To get started And looking for big challenges.

00:35:10: We were operating very complex international environments, working on massive BPO deals business process outsourcing and occasionally on delivery as well.

00:35:24: It was all about process know-how financial know how cultural change know how.

00:35:32: And our vision was we make a difference.

00:35:35: We didn't want to leave the office or the project Or The bid of the deal in the evening.

00:35:42: It doesn't matter whether I was here today or not.

00:35:46: We definitely did NOT want that!

00:36:07: to colleagues.

00:36:15: The good ones do exactly that!

00:36:18: They DO make a difference, they can articulate a vision…they have an international presence...they have

00:36:27: substance.".

00:36:30: So what patterns emerge among the Good Leaders?

00:36:35: Having A Vision Inspiring Others Trust Challenge Support.

00:36:43: Clear Focus on Results.

00:36:46: Uncompromising Focus on results if necessary.

00:36:51: Follow through, clarity making tough decisions.

00:36:57: courage execute execute execute.

00:37:03: don't just talk and then question everything again.

00:37:06: stick to decisions even when they have downsides because there are no decisions without downsides.

00:37:15: practicing composure Being there for employees, facilitating collaboration.

00:37:26: Focusing on win-win outcomes as a boss mentor investor and client in all these worlds.

00:37:35: And this brings me to part.

00:37:37: I really want share because it explains how myself became the international manager and entrepreneur what i too have learned from What it means for my leadership and what you maybe can take away from.

00:37:56: When I was in the late twenties, I still a software developer My big vision was to become an international manager.

00:38:07: I speak several languages at business-proficient level And i love different cultures A wide variety of cultures.

00:38:18: That's always been a passion of mine.

00:38:22: But what is important, the practical application of language?

00:38:30: I wanted to put that in international management... ...that was so-to speak my use case.

00:38:36: Back then i bought a book and it was called The International Manager.

00:38:42: It was published by Ashrich Management College And perhaps still is today, though I don't follow it as closely anymore.

00:38:50: One of the top business schools in the UK and internationally very strong at that time in organizational psychology, organizational behavior, and that sort of thing.

00:39:03: I read this book while I was, As I said, Still a software developer?

00:39:11: Then I was sitting on The Tube In Munich...I think It Was The U-Tube Somewhere around Colombo's Platz, or typical U-Too stop like that in Munich.

00:39:26: A few colleagues got on and asked what are you reading there?

00:39:32: I showed them the title... ...I didn't say a word!

00:39:37: And then they all most laughed themselves silly.

00:39:41: International manager is not what do want to

00:39:44: be?!

00:39:46: Well good luck with that!

00:39:48: So well okay i pursued that vision Anyway, because if you have a vision stick to it.

00:39:57: Believe in yourself.

00:39:59: and I told myself If i want to become manager then maybe its good idea To learn how that actually works Because ive seen so many people Especially experts who ended up becoming bad bosses Bad managers And they definitely didn't want to be like That.

00:40:20: So i did an MBA Today.

00:40:22: of course we know even an MBA doesn't necessarily make you a good boss.

00:40:29: But that was my approach back then, and I did it at the renowned and venerable Henley Business School in The UK And the MBA was a paradigm shift for me.

00:40:45: as a graduate in computational linguistics English and Roman languages with a master's degree I didn't feel ready for management.

00:40:57: Heiko Mel, at that time a top HR consultant and headhunter from Dusseldorf advised me when i phoned him now go to the extra mile get your MBA.

00:41:17: after all he studied something nobody cares about.

00:41:22: That worked, and so I went from being a specialist to becoming a generalist.

00:41:29: And... ...a manager!

00:41:32: I was exotic – software developer who had done some research in AI….

00:41:38: …I also written my master's thesis on an AI topic.

00:41:43: I was involved with projects for the Federal Ministry of Research & Technology in Germany.

00:41:50: I was part of European Union projects.

00:41:53: One was called Esprit at the time and so on, even wrote a book with two colleagues on an AI topic And then management came into the picture.

00:42:02: that was my catalyst.

00:42:04: Then things really took off.

00:42:06: By the age of thirty-seven i was in the upper echelons over major corporation On fast track career route Truly among the youngest there, an elite circle of people.

00:42:24: I then took on country management positions in very complex environments and matrix structures international settings different cultures different languages highly complex challenges Very often with my back against The Wall.

00:42:43: very often i changed companies salaries doubled.

00:42:49: At times I was truly paid a princely sum, today i sometimes say it was compensation for pain and suffering.

00:43:00: that might sound like a hero story but melodramatic pathetic But the hero's story actually looks different For me.

00:43:10: there was fear There were total uncertainty But without fear and pain, you don't make progress either.

00:43:19: An athlete who isn't willing to suffer won't get better – in the end will not succeed!

00:43:26: No pain no gain as Neil Thornberry from Babson College once told me….

00:43:31: For me things really got down to the nitty-gritty at times... I once had a panic attack on the airport lounge in Madrid.

00:43:42: It wasn't until many years later that I realized it was a panic attack.

00:44:12: even from leadership positions.

00:44:15: I've fallen victim to cost-cutting programs because they simply let go of whoever was the most expensive, Even if i'd done a good job.

00:44:29: Sometimes a career stalls Because you're in The wrong network or?

00:44:34: Because the Network You were In suddenly dissolves.

00:44:39: that happened To me too.

00:44:43: sometimes You just fall flat on your face.

00:44:49: My leadership principles emerge from all of this, From my good bosses and bad bosses And from my own story.

00:44:56: That's why I told it!

00:44:59: I don't want to call it a leadership or management doctrine Or philosophy.

00:45:05: This also may be the wrong term.

00:45:10: These days.

00:45:11: even soccer or football players have a philosophy And I would rather call it my thoughts, my leadership thought.

00:45:19: My thoughts on leadership and they are relatively simple.

00:45:23: first results come First.

00:45:27: everything else is nonsense if Results don't come.

00:45:32: and results have to come Relatively quickly because you can't do the run for years just Because we have a great idea and think It'll work out somehow.

00:45:41: If They Don't Come Quickly There's no point.

00:45:45: If you're Amazon and can invest hundreds of millions or billions, that's a different story.

00:45:52: But for most companies the rule is we have to achieve positive results quickly.

00:46:01: second You need a compelling vision like with we make a difference?

00:46:06: Then they have two rally people behind you who are willing to walk the path With you and carry that vision with you.

00:46:17: third You have to be there for your people.

00:46:21: It's essential, and you can't bask in success when things are going well And then look for someone to blame When the whole thing hits a wall.

00:46:34: That's just not acceptable.

00:46:37: Fourth...You have to able take criticism Probably one of the hardest things.

00:46:44: People always so quick to claim yeah I Can Take Criticism but Let yourself be criticized really harshly, then you'll see just how well you can take it.

00:47:00: You have to accept that criticism and resolve to do

00:47:05: better.".

00:47:07: And that is extremely important!

00:47:12: Then fifth—just as important—check your ego at the door.

00:47:19: Ego is a hindrance.

00:47:21: EGO or an inflated ego isn't Helpful.

00:47:26: Expertise, substance reality – that's what matters!

00:47:32: You also have to be willing make a U-turn and not charge towards the abyss like a lemming just because sun is shining so beautiful beyond it.

00:47:47: I've seen this happen too.

00:47:49: That's... The famous line….

00:47:52: I'll get company back on track through top line.

00:47:56: The problem here doesn't help.

00:47:58: It's not the right approach.

00:48:00: If you're in a boat with a leak, You have to plug The leak, bail out the water Plug the leak!

00:48:09: it is not about stoking the longing for the island... ...you see two kilometers ahead of you and then make people roll like crazy.

00:48:21: Sixth Demand demand demand.

00:48:25: Make them grow by demanding alot And at the same time, nurture.

00:48:33: Be there.

00:48:34: Support.

00:48:35: Be human.

00:48:36: Demand results.

00:48:39: Be clear about the positives and negatives.

00:48:44: Don't be afraid of clear statements!

00:48:48: Don't... ...be afraid to part ways with people sometimes.

00:48:54: That is, in essence what I've learned from my own experience and what i practice today.

00:49:00: In the company.

00:49:02: What?

00:49:02: I Learned From The People I worked With The Good Bosses The Bad Bosses And as I said I applied in My Company with Just Under Twenty Employees Right Now For My Own Experience I'm Saying Of Course From Both The good Bosses and The bad Bosses.

00:49:23: That's something that is worth thinking about.

00:49:25: And interestingly, my employees reflect exactly these principles back to me.

00:49:35: they talk about motivation decisiveness interpersonal communication making decisions without fear whether positive or negative listening Respect.

00:49:58: Admitting mistakes, learning from mistakes and being trustworthy appreciative and demanding.

00:50:10: that makes me happy of course because it shows at something from all I've experienced has stuck.

00:50:17: finally here are the do's & don'ts From this episode.

00:50:23: The Donuts First Don't pretend you're not overwhelmed if you are.

00:50:32: Don't create a fantasy world!

00:50:36: Don't compensate for uncertainty with pressure, don't become hot-headed... ...don't belittle employees.... Don't feign involvement when you've already made up your mind.

00:50:53: Don' put your ego above the course.

00:50:58: Don''t abuse dependency And if you find yourself in such a dependency, look for options.

00:51:03: Other investors other customers and different role.

00:51:07: sometimes walking away is the best decision at now to do's.

00:51:14: create clarity provide direction trust challenge encourage listen make decisions stick to the facts practice composure Go back to the basics when things get tight.

00:51:34: Look at their numbers, stay human.

00:51:37: Be there for your people turn talent into responsibility Stand by your decisions even if they have downsides.

00:51:48: be courageous Be bold and above all make a difference.

00:51:55: That's perhaps this sentence that stuck with me the most.

00:52:01: I'm absolutely thrilled that i've stuck with these two hundred episodes and you have stuck with me.

00:52:07: Both of course, were the wink!

00:52:11: I am happy that you remain loyal... ...that are interested in what I share.

00:52:16: sometimes You might disagree.

00:52:19: very well then we can talk about it maybe even argue a bit.

00:52:24: look forward to every comment.

00:52:28: Lessons to grow continues expert discussions with front practice, for-practice which is a series and we have the flagship episodes.

00:52:41: The sea level views in which impressive personalities from the seasuit of boardrooms German international corporations also from SMEs do me honor joining me on a chat.

00:52:59: It will continue with my insights.

00:53:02: The insights of Armin El Rao on good corporate leadership in times of change.

00:53:10: and one more thing, One more really last thing now to conclude right at the very end I dedicate this episode To all the people from whom i've had the privilege Of learning for better And For worse my former bosses, My mentors.

00:53:31: My coaches.

00:53:33: My customers.

00:53:34: My clients.

00:53:36: My investors.

00:53:37: My colleagues and my fantastic current and former employees.

00:53:44: And I dedicate this episode especially to my story telling coach Uwe van Graafenstein who passed away far too soon last year.

00:53:55: without uwa there probably wouldn't be two hundred episodes of Lessons to Grow.

00:54:01: Thank you, Uwe and thank you thanks the entire team at Geschichten die Verkaufen in EnglischStories.ch.

00:54:10: I look forward to next two hundred episode of Lesson to Grow.

00:54:16: until then it's all about growth.