In addition to a manager’s excellent grasp of the “tools of the trade”, a good business person has mastered the art of leading people, above all else. The prerequisite for good people leadership is, however, the ability to lead oneself. This means that a successful business leader is constantly engaging in self-reflection: What are my paradigms? What emotions influence me? How do I deal with these emotions? Howe do I manage myself in dealings with others? If a manager is successful at doing this – namely leading himself or herself, then he or she is also in a position to lead others well.

Many business people lead others in the spirit of Lenin’s motto: “Trust is good, control is better”. This statement has been intentionally exaggerated, but sometimes one cannot help thinking that many managers have a genuine compulsion to control. This is not necessarily a trait to be criticized if the manager himself faces up to it. However, if a manager first promises to confide in someone’s abilities and then exercises control, the situation becomes difficult. Managers of this type should be honest with themselves and their employees that they in fact want to retain control in their own hands. They need to communicate this clearly though so that the employees can deal with it.

 “Do whatever you want. Do it consciously. And, take responsibility for it.”

We all run the risk of seeing ourselves as the victim of something or someone. Far too easily, we push the responsibility for our own actions onto others. For this reason, managers need to be honest with themselves. How many of their decisions have they taken out of fear? In which situations do they avoid difficulties? Who is really in control of things? Or are they prepared to be determined in their actions and to take risks – even if it involves the danger of making mistakes?

Whoever makes mistakes is out of the picture. At least that’s what they say. In practice, however, it does not necessarily turn out this way. Everybody makes mistakes. The question is: How does one deal with them? If someone is prepared to assume responsibility for his mistakes and also to assume the negative consequences they bear, then he is usually respected. However, mistakes rarely have a single cause. Moreover, mistakes do not “happen”: They are made. Acting responsibly means openly and honestly addressing one’s own mistakes. The goal should be to take a future-oriented approach to error analysis; this creates a basis for seeking alternatives and doing things differently in future.