How do I deal with conflicting demands on leadership? (Part 1) 

Illustration springende Person auf Papierfliegern
November 15, 2022 | Leadership and Organizational Development, Leadership und Organisationsentwicklung

The short answer is that there can be no general answer to this question as it is necessary to balance interests in order to resolve conflicting requirements. For situations that are not so extreme, this consideration depends on too many parameters and no general formula can be applied to all situations. There is no static pattern for leadership behavior – which is what makes successful leadership so difficult to learn. It is much more important to face contradictions and accept them, otherwise any attempt to resolve them is doomed to fail.

Leadership is different at each level of the hierarchy 

When talking about leadership, it is important to ask for which level in the company. Because leadership is not the same at every level. Whereas managers at the top stand for trust in success, middle managers stand for trust in relationships. At the grassroots level, it is essential to be confident in the ability to implement actions.

Leadership creates platforms for sorting differences in meaning  

In any change process, managers gain appeal as facilitators. Regularly organized platforms to clarify differences in meaning reduce resistance. Particularly in the case of company-wide change initiatives, a “sounding board” is useful to promote a mutual understanding at an early stage. Shared knowledge then becomes collective consciousness. But even in ordinary life, managers recognize when they are “losing” employees and might need to clarify misunderstandings.

Leadership aligns expectations, interests, and needs in the system 

All employees are integrated into one (corporate) system. The interests of the company and its members may be conflicting. Balancing these interests requires a representative – you guessed it: the manager.

Leadership_group of aviator on blue background

There is no static pattern for leadership behavior – which is what makes successful leadership so difficult to learn.

Frank Krause
Senior Partner, STAUFEN.AG


Frank Krause



Texts are never created when you’re alone. Your own thoughts are also always the result of external stimulation.

The following authors serve to inspire me and accompany me on my path to insight: Tom DeMarco, Peter Drucker, Ulrike Herrmann, Gerald Hüther, Daniel T. Jones, Stefan Kühl, Rupert Lay, Jeffrey K. Liker, Michael Löhner, Fredmund Malik, Hans A. Pestalozzi, Richard D. Precht, Marshall B. Rosenberg, Mike Rother, Friedemann Schulz von Thun, Reinhard Sprenger, Frederic Vester, Harald Welzer, and James P. Womack.

More OF Frank Krause


Are hierarchies still appropriate nowadays? 

I don’t know about you, but lately I’ve been meeting more and more people who say to me: “Mr. Krause, the concept of hierarchies is out of date – why are they still necessary? Now that we have a modern work environment.” Frank Krause, Senior Partner at Staufen AG, talks about the meaning of hierarchies.

Read more
Frank Krause

Is complexity our destiny?

Hardly any other characteristic – especially when it increases – can be read about in publications and heard about in lectures as frequently as complexity. I don’t know about you, dear readers, but lately I have been meeting more and more people who either tell me with resignation that you can’t stop (an increase in) complexity anyway – so it is best to accept your fate – or who, with a slightly aggressive undertone, urge me to finally do something about this increase – after all, it is apparently “manageable.”

Read more

Leadership provides orientation especially when the facts are missing

Leadership provides orientation especially when the facts are missing. Leaders make decisions – mostly based on facts. Those who do not make decisions do not provide orientation. What type of cometence enables us to act? What are we obliged to do if no facts are available?

Read more

Why does leadership fail? 

Contradictory demands are being placed on managers. And on the extreme end, they are told that leadership will be of little importance in the future world of work anyway. But before we rashly deny the necessity of leadership, let’s first ask ourselves: What causes leadership to fail? 

Read more

We are in danger of not learning from the crisis

Flashback: You were advised more than 20 years ago to adopt a solution that would improve the process landscape. The solution consisted of an effect cycle involving three reinforcing measures. The goal? To reduce everything that the customer is not willing to pay for and thereby shorten the lead time. You called this form of potential “waste”.

Read more
Staufen Back To Top Button