EN 
DE Looking in the mirror
What qualities and skills does the perfect leader possess? I will explore this question in depth, examining the human side of project success.
Who is a leader? In the Middle Ages, this question didn't arise, as people's status was largely considered divinely ordained and hereditary. Even if the occasional unhinged manager still clings to this belief, the question is far more difficult to answer today. In any case, it's worthwhile to consider this topic if you're taking on leadership responsibilities as a project manager.
The question "What qualities and skills does the perfect leader possess?" has puzzled thinkers and researchers for centuries, as well as the leaders themselves and their employees as those directly affected. I fear that future generations will continue to grapple with this question, sometimes finding themselves struggling to answer it. Anyone who believes there will ever be a definitive and all-encompassing answer is, in my opinion, mistaken. Why? For one thing, employees are far too complex to be grasped with our limited understanding. Not to mention that we can't even truly understand ourselves.
This also applies to the supposedly incredibly clever members of our species, who are allegedly plentiful in consulting firms. Furthermore, if we assume that leadership takes place within a context of changing situations, cultures, and people, then things become truly complicated. And that's not all: any attempt to influence this complex, unmanageable tangle has a reciprocal effect on the system and alters it.
Who would still dare to claim, from this perspective, that they have found the philosopher's stone when it comes to leadership? All the many leadership theories, models, and principles can only be relatively clumsy, overly simplistic crutches. They were invented by our minds to give or maintain the illusion that we can master the topic of people management with a few basic principles and rules.
I believe the first lesson for all leaders, and those who aspire to be, should be to decisively dispel this illusion. And while you're at it, let's add this further simplification: A successful leader needs charisma.
Aside from the fact that this quality is very difficult to define, there are plenty of examples of charismatic figures who have led their fan base to ruin. I bet there are at least as many wallflowers (in the sense of charisma) who perform their leadership role brilliantly without much fanfare.
The problem is, they don't stand out from the crowd like the Gandhis and Kennedys of this world. Often, qualities like inspiration, motivation, and resilience are cited, ideally paired with humility and selflessness. Sure, that would be great. But any aspiring leader reading the catalog of traits and skills now expected of them will look in the mirror and wonder if they can see any resemblance to JFK, Gandhi, or even Bruce Willis. Mind you, all three.
As an aspiring project manager, one can't help but wonder about the expectations: Will I become a good project manager or boss? My answer: Absolutely! A certain amount of self-doubt is even desirable, as it protects us from self-righteousness and arrogance. To approach leadership with more confidence, we should first come down to earth and adjust our expectations. I am convinced that anyone who possesses the following important quality has a good chance: the willingness to constantly reflect on their behavior and learn from the insights gained.
In this way, personal maturation is fostered on the one hand, and on the other hand, the limits of this development become apparent. Gradually, a better sense develops of the conditions under which we can currently lead responsibly and what steps need to be taken for our further maturation. It is not about squeezing oneself into some methodological straitjacket or forcing oneself, or allowing oneself to be forced, into a personality pattern.
The challenge lies in developing the leadership style we can authentically embody and learning and practicing the appropriate methods. However, this requires the cooperation of those who observe us in our leadership role. Only open and respectful communication about observations, feelings, and needs among all involved creates the conditions for healthy self-assessment.
We don't need to become superhumans, nor pretend to be, to be good project managers or bosses. It's more about understanding as best we can how to combine our strengths and (in)abilities with those of our colleagues so that we can successfully achieve a common goal. Therefore, I'll rephrase the initial question slightly: How do I become an increasingly better project manager or boss?
Perhaps the answer is this: Look bravely in the mirror and expectantly at your employees. Ask questions and listen carefully. In doing so, you will recognize in yourself and others many of the qualities and abilities you can realistically rely on. One of the most important tools for this is a professional feedback culture.
I look forward to your suggestions below. denkanstoss@microconsult.de.
Further information
Training & coaching
MicroConsult Training & Coaching on project management
MicroConsult training and coaching - overview
Food for thought:
Column by Peter Siwon about the human side of project work
Peter Siwon: Systemic project management
