by Timm Richter and Torsten Groth, Carl Auer 2023, 188 pages
Working systemically as a manager? That’s not possible, I’m part of the system! Those were my first thoughts when I read the title of the book.
In their joint book, Timm Richter and Torsten Groth impressively demonstrate that a manager can also use systemic perspectives and methods sensibly.
The authors are both “old hands” on the systemic scene, which also complement each other through their different approaches: Richter as a mathematician, MBA, and former Xing board member, and Groth as a sociologist, organisational consultant with expertise in family businesses Together they are managing partners in the core team of Simon Weber Friends.
Her book is divided into five chapters:
- In the first, the most theoretical and challenging, they discuss the question of what leadership means as a process or function from a systemic perspective. Here, they go into depth and paint a comprehensive picture of leadership.
- The second chapter deals with the self-management of managers. It encourages careful reflection on one’s own role and scrutinises the expectations, attributions, and effectiveness of this role.
- Chapters three and four are dedicated to the dimensions of team and organisation, how leadership can succeed in these areas, and what possibilities for intervention exist.
- The fifth and final part, Leading your own leadership, summarises leadership skills and imperatives and deals with the social tension between responsibility and morality and its significance for organisations.
The summary of the practical commandments for each topic at the end of each chapter is beneficial.
The book is a plea for pausing and reflectively stepping out of the hamster wheel that leadership often means to scrutinise and adapt interactions at all management levels with all relevant environments from a meta-position.
It shows the possibilities and flexibility and encourages playing with one’s own (leadership) role.
The authors also question some of the currently highly praised trends (new work, self-organised teams, etc.) and non-ideologically show which aspects they consider critical from a systems theory perspective.
Timm Richter and Thorsten Groth present many practical options for action and techniques (tetralemma, Harvard concept, value square…) and make numerous practical references to very different forms of organisation, from small start-ups to medium-sized family businesses and global players.
It is a relatively compact book, filled with condensed knowledge in a perfect balance of theory and practice. A certain amount of prior knowledge in the field of systems theory will simplify the sometimes demanding reading.
If you get involved, you will find a real treasure trove that presents a well-rounded picture of leadership and makes you want to explore and adapt your activity/role joyfully.
I recommend the book to all people in leadership roles, as well as those interested in leadership and organisations and those working in advisory capacities – Christoph Liptay Consultant/Trainer/Coach Coverdale Austria.
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