Why Many Leaders Are Not Suited for Their Position - Self Assessment for Founders & Leaders

About this episode

The Reality of Today's Leadership Landscape

Constanze Buchheim from i-potentials brings over 20 years of leadership consulting experience and has accompanied the startup scene from its early days. Her clear message: not every leader is automatically good at leading. This sobering insight raises important questions for founders and existing leadership teams.

Through i-potentials, Buchheim helps fill crucial leadership positions in scale-ups, mid-market companies, and corporations. In doing so, it becomes clear: the demands on leadership are continuously changing, and many leaders are not up to the new challenges.

What Really Makes Good Leaders?

A central insight from Buchheim's work is the importance of balancing facts and emotionality. Good leaders are distinguished not only by their technical competence but by their ability to combine rational decisions with emotional intelligence.

Feedback plays a crucial role here. Leaders who trust feedback and handle it constructively continue to develop. However, dealing with feedback is an art in itself – it's not just about accepting criticism, but using it productively.

Crisis Resilience as a Key Competency

A particular challenge is crisis resilience. Today's leaders must be able to provide orientation during uncertain times while remaining flexible in response to changes. This ability doesn't develop automatically with the position but must be consciously cultivated.

The question "What can I do to determine if I'm prepared for crises and upheavals?" is central for every leader. Self-reflection and honest self-assessment are the first steps toward crisis-resilient leadership.

Practical Tips for Feedback Processes

Feedback processes are the backbone of a learning organization. Buchheim emphasizes that successful leaders can not only give feedback but also actively seek and process it. This involves more than just annual employee reviews – continuous, open communication builds trust and creates development opportunities.

The challenge often lies in creating a culture where feedback is perceived as a gift rather than criticism. This requires leaders to model behavior and show willingness to be vulnerable themselves.

Identifying Suitable Leaders

For founders, the practical question arises: How do I recognize if my leaders are truly suitable? Buchheim points out that there are specific factors that indicate suitability. These range from how conflicts are handled to the ability to motivate and develop teams.

It's important to understand that leadership skills don't automatically come with technical expertise. Many technically brilliant employees fail in leadership positions because they lack the necessary social and strategic competencies.

Leadership Recruiting: What Matters

In leadership recruiting and hiring, founders should think beyond traditional application processes. It's not just about experience and technical qualifications, but about personality and the ability to succeed within the specific company culture.

Selecting the right leaders is one of the most important investments a company can make. Poor decisions in this area have far-reaching consequences for the entire organization and can significantly hinder growth.

The Path to Better Leadership

Constanze Buchheim's insights show that leadership can be learned, but not everyone is suited for it. Founders and existing leaders should honestly reflect on whether they possess or can develop the necessary competencies. Only this way can strong, resilient organizations emerge that successfully navigate even in uncertain times.

The key lies in recognizing that leadership is both a skill and a responsibility that requires continuous development and honest self-assessment. Companies that invest in identifying and developing true leadership talent will have a significant advantage in an increasingly complex business environment.