{"id":71328,"date":"2025-10-01T17:35:57","date_gmt":"2025-10-01T15:35:57","guid":{"rendered":"https:\/\/es.unisg.ch\/blog\/keep-calm-and-avoid-falling-back-into-old-patterns\/"},"modified":"2025-11-17T11:54:29","modified_gmt":"2025-11-17T10:54:29","slug":"keep-calm-and-avoid-falling-back-into-old-patterns","status":"publish","type":"post","link":"https:\/\/es.unisg.ch\/en\/blog\/keep-calm-and-avoid-falling-back-into-old-patterns\/","title":{"rendered":"Keep Calm and Avoid Falling Back into Old Patterns"},"content":{"rendered":"\n

Heroes are in demand again<\/strong>
Today, it often seems that \u201cold hands\u201d and \u201cheroes\u201d are once again the preferred choice for demanding leadership roles. It is no coincidence that this is associated with a higher proportion of men being promoted<\/a>, as leadership is still more commonly associated with men. The big, strong man is back in fashion. Under stress, we tend to revert to learned patterns, as this saves energy and gives us a deceptive sense of security. Our brain, so to speak, switches to autopilot. We feel more comfortable when people who radiate strength, confidence and self-assurance take the helm, clearly stating what needs to be done and thus conveying a sense of security. As important as these qualities may be, they are insufficient, even risky, in complex contexts.
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Reflection, self-doubt and empathy are not a disadvantage<\/strong>
Sometimes I wonder whether new concepts of leadership, such as inclusive leadership, are just fair-weather programmes. Inclusive leaders are characterised by the following skills, to name a few: they challenge the status quo; they are modest about their own abilities; listen without judgement; admit mistakes; recognise their behavioural patterns; and remain flexible when needed. In addition, they create a climate of psychological safety. These are, in fact, precisely the capabilities we need in the most demanding times. Because when there is no time for reflection and self-doubt, things become dangerous. Then we collectively march towards a cliff. By this I do not mean indecisiveness, but rather pausing, stepping back to gain a different perspective, and above all listening as carefully as possible, to the team and to other stakeholders. <\/p>\n\n\n\n

Teams need psychological safety and transparency<\/strong>
Yet we can only listen if someone speaks up, or rather, dares to speak up, if ideas and criticism are welcome. Unfortunately, we do not find a speak-up culture everywhere. Especially in very hierarchical organisations, where heroes are not (or do not wish to be) criticised, it is not a given. And when fear among employees increases due to uncertainty or dependency (for example, assistant doctors depending on their superiors in hospitals), the risk that good ideas will no longer be put forward also increases. Psychological safety rests on mutual trust, and trust must be earned. Transparency from leadership is equally crucial. The good old literature on strategy gives clear guidance here: Communicate what is clear and what has been decided, and openly state what has not yet been decided and when these decisions can be expected. Then the chances increase that team members and other stakeholders will share their ideas and concerns in good time. Especially in complex environments, it is important to incorporate as many diverse perspectives and contributions as possible.
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Structures and processes often lag behind as complexity increases<\/strong>
Communication is central yet established processes and standards often hinder timely and appropriate responses. Complexity can only be addressed with diversity and flexibility. This also applies to processes and structures. A single, previously valid process no longer fits. This is when courageous leaders are needed \u2013 those who apply common sense and ask themselves, for example: \u201cHow would I like to be led in this situation? What would be important for me to have communicated, and how?\u201d Decency and humanity remain the essential foundation.<\/p>\n\n\n\n

In an interview with ARD, Jacinda Ardern, former Prime Minister of New Zealand, said: \u201cHumanity and decency, these are the qualities that all those in power should embody, women as well as men.\u201d This applies particularly to leaders in complex times.
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If you\u2019d like to help your leaders strengthen their inclusive leadership skills and build future-ready teams, we invite you to visit our IIDM-Webseite<\/a>. <\/p>\n\n\n\n

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Heroes are in demand againToday, it often seems that \u201cold […]<\/p>\n","protected":false},"author":4,"featured_media":71326,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[1031,696],"tags":[],"class_list":["post-71328","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-focus-en","category-leadership"],"acf":[],"_links":{"self":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/posts\/71328","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/comments?post=71328"}],"version-history":[{"count":0,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/posts\/71328\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/media\/71326"}],"wp:attachment":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/media?parent=71328"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/categories?post=71328"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/tags?post=71328"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}