Blog-e -009 - aergon

CSR report and co: when appearance and reality don't match

I only see extremely successful people and companies on LinkedIn who are constantly posting about themselves and their achievements: "best place to work", "climate neutral", women are promoted, minorities are of course integrated and there are reports about crises that have been overcome (another success); even ADHD and depression are chic (except presumably for those who actually suffer badly from it); all seemingly perfect people and companies. The bigger the company, the louder and more comprehensively the shop window is decorated. Who can believe that?

Corporate social responsibility has become an important, if not the selection criterion for customers and potential employees. It's no wonder that companies and corporate leaders, especially via social media, are putting these societal, social and economic standards on their banners as colorfully as possible and then displaying them to great public effect.

Of course, the public image, i.e. what is claimed on the website, in advertising, in social media, in presentations, in brochures, town hall meetings and press reports, should be a little nicer than the reality. Rattling around is part of the business, and a little "fake-it" is ok if the "make-it" follows reliably and promptly.

However, from my observations, a veritable hysteria has set in here to present oneself and the company in an ever better light. As a result, there is often hardly any time left for successful and sustainable implementation. Out of sheer zeal, many protagonists no longer realize how credibility is being sacrificed, while every child realizes that something is wrong. For example, when companies present themselves as eye-catching and colorful as possible as supporters or even role models during Pride Month or Equal Pay Day, but then there is no sign of diversity, equality and inclusion in the appointments to board positions.

More substance than appearance

In interviews, coaching sessions and workshops with board members and management teams, especially in big corporations, I experience the reality, which is often very different. The effects of this pressure, the exhaustion of having to fulfil all these demands (and yet always having to keep up) has long since reached board level. There's hardly any time left for leadership, shaping the future or even just being able to reflect on yourself; except perhaps during family time or after 11pm?

Let's finally be honest: hardly anyone can summon up the immense energy it takes to achieve the ever more demanding figures - because these are often at odds with the CSR targets. Who is supposed to bridge this ever-widening gap and still pretend that everything is easy and effortless? Everyone seems to have a strong purpose and be in a good mood, reflect, meditate, do yoga, be vegetarian and be with their families by 6 p.m. at the latest. How can their own families and employees not become cynical when they read or hear that everything is perfect and then experience it completely differently? And this cynicism unsurprisingly leads to an erosion of trust and productivity, which is exactly what nobody can afford in these days. This is where the solution becomes the problem.

And we all know the fatal consequences when appearance and reality no longer have anything in common - we only have to remember the diesel scandal.

Effectiveness instead of efficiency

In their day, Generation X managers were still successful in managing companies in terms of increasing efficiency, whereas today's managers, especially younger ones who are currently reaching the boardroom in their late 30s, want to lead a different life and see themselves exposed to different demands from society and employees. They no longer just want to pretend, but actually live all these things: Fairness, participation, appreciation, psychological security, the ability to learn and develop, clarity and predictability, compatibility of family, me-time and career, being part of a shared success story.

With heart, courage, backbone and wisdom, many managers already lead companies and their teams without making a big fuss about it, thus creating a culture of trust and personal, shared economic and social success.

In owner-managed, medium-sized companies, there is a greater degree of freedom to focus primarily on the result rather than the effect, because they are so strong in innovation, for example, that they don't need to constantly rattle on; they downright cultivate their status as "hidden champions" in order to work in peace and with foresight.

I would also like to see this culture in the corporate world. Less time for the shop window and compensating for eroding trust and declining quality and productivity, all energy in real and effective action. This brings air and lightness into the company; the successes generated in this way may come later than praise for good intentions, but they are achieved in a more energy-efficient way and last longer, making them more sustainable. How would that be?

And to bring the necessary clarity to our Leadership Consommé, here are a few simple questions: