Shortly after the publication of the aforementioned newspaper article, the HR manager of an SME calls me and inquires whether I would like to challenge the management asAdvocatus Diaboli. After the same “negative surprises” kept appearing in the leadership, the management wanted to break new ground.
We arranged a first meeting.
The HR manager describes the initial situation in detail and gives me an initial personal assessment of the situation. She also gives me various documents. We agree that I should first ask around in the company before talking to the members of the management board. The company is briefly informed by the personnel manager about my presence and my task.
I can assure all interlocutors of absolute discretion. It is not a matter of playing individuals off against each other, but of obtaining a “problem condensate” that can be mirrored to the members of the executive board.
Results and insights
It was only thanks to the openness of all those involved that the biggest internal disagreements could be quickly addressed and largely resolved within two months. Interaction within the management has become more relaxed and cooperative. My work as a court jester has shown that humour and unconventional ways open up unexpected perspectives.
The success factors: Being able to listen very well; understanding people and social systems thoroughly, expressing yourself simply and clearly.