When managers in small and medium-sized businesses describe what is part of their tasks, it becomes clear how strong the shoulders have to be, on which a substantial part of the German success story rests. In addition to the classic management tasks of planning, organizing and controlling day-to-day business, they are in demand as managers who coach, train, mediate or comfort. Against the background of their professional expertise, they are often at the front lines as sellers, negotiators or even as experts.
At this point, the question of how much “leadership” the German small and medium-sized businesses need from their managers seems to be almost academic.
In the SIMDUSTRY® Business Simulation Managing 3, however, it becomes clear that the question has considerable practical relevance.
In the simulation, the participants are faced with the situation that they cannot attract sufficiently qualified specialist staff on the labor market to implement all potential orders properly. A challenge that has become a part of everyday life for many managers.
All those involved have to experience painfully again and again that fair wages and job security are necessary but by no means sufficient conditions to promote their own attractiveness as an employer. “Soft factors” are increasingly in demand in the competition for talent. Personal and professional development opportunities, an inspiring field of work and having a meaningful work (purpose) are among the demands that need to be met when it comes to attracting new talent and retaining existing employees.
In order to be able to fulfill its task as an engine of innovation, small and medium-sized businesses need a work environment in which creativity, visions, a love of experimentation and passion for better solutions are asked for and promoted. In short: if there is an environment in which leadership can develop particular benefits, it is the German small and medium-sized businesses.
It would be fatal to conclude that the other tasks are becoming less important. In fact, future managers are not only asked to be ambidextrous, but multidextrous. Also in this aspect, they are again the innovation bearers of the German economy.
Dipl.Psych. Matthias Rosenstock
Lead trainer Managing3