Leadership doesn’t fail because of missing knowledge – but because of false expectations
I experience this again and again:
There is the hope that a training, a keynote or a workshop with superstar trainer XY will finally fix everything.
- Team conflicts
- Demotivation
- Quiet quitting
- High sickness rates
- Noticeable irritability in everyday work
This hope is human.
But it is misleading.
An everyday image: why quick fixes don’t work
Our houseplant has been smelling unpleasant for some time.
An uneasy feeling arises – so we do some research.
The diagnosis: root rot.
The solution is not:
- a spray
- a well-meant impulse
- not even a particularly high-quality fertilizer
The solution is a process.
Change requires depth – not actionism
The plant has to be:
- taken out of the pot
- rotten roots must be removed
- placed in new soil, mixed with granulate to prevent waterlogging
- positioned so that air can circulate
After that:
water regularly, but sparingly
before each watering, check whether water is actually needed
And then it means:
wait. observe. be patient.
Weeks pass before the plant recovers.
Leadership works the same way
Problems in leadership do not arise overnight.
- Mistrust grows slowly
- Resignation as well
- psychological safety disappears gradually
And that is exactly why these problems cannot be “fixed” with a single workshop.
Effective leadership follows clear development steps
Step 1: Acknowledge that there is a problem
The hardest step.
Because this is not about methods, but about attitude.
As long as leadership says:
- “It’s not that bad.”
- “They’re just difficult.”
- “It used to work before.”
… there is no problem – only defense.
Without acknowledgment, every measure remains pure cosmetics.
Step 2: Clearly identify the problem
Not:
“The mood is bad.”
But:
- Where exactly is the issue?
- In communication?
- In decision-making?
- In responsibility?
Anyone who only describes symptoms does not treat causes.
Step 3 & 4: Collect solutions and choose the right one
There is almost never just one solution.
But there is almost always one that fits.
Not:
- the loudest
- the most modern
But the coherent one – aligned with the culture, the leadership personality, and the team.
Step 5 & 6: Preparation and transparency
Change requires:
- preparation
- explanation
- orientation
People want to know:
- Why are we doing this?
- What exactly will change?
- What remains the same?
Step 7: Understanding and willingness
The tipping point of every change.
- Understanding without willingness is not enough.
- Willingness without understanding isn’t either.
Change succeeds where people recognize meaning and see themselves in it.
Step 8 & 9: Clarify responsibility and implement
- Who does what specifically?
- How do we recognize that it works?
- What do we do when old patterns reappear?
Without responsibility,
“We have decided”
quickly turns back into
“We have talked about it.”
Step 10 & 11: Practice, reflect, let it become culture
New leadership requires:
- repetition
- feedback
- correction
- time
Only when new approaches become self-evident does culture emerge.
Conclusion: Leadership is not an event
A workshop can be an impulse.
A keynote can raise awareness.
A training can provide orientation.
But anyone who has been watering incorrectly for years
should not expect one afternoon to heal everything.
Leadership is not an event.
Leadership is care.
And real development often begins exactly where we stop looking for quick fixes.
Kind regards
Karsten Homann
