It was an interesting evening with a wide range of opinions and thoughts in the discussion on the topic of ‘Brave New Work’ at our thinktalk@new&able with Hermann Arnold as special guest on 20 March.

The founder of Umantis stepped down from his leadership role a few years ago, but still continues to work for the company. Why did he make this decision, and how does he deal with the contradictions that arise from such a decision in everyday life? Did he make this decision alone or together with the team? How did the employees react to his decision, and how are they taking advantage of the new opportunities it has created? How does the selection of managers in the company work in practice?

These and many other questions were posed to Hermann Arnold at thinktalk. He answered them. His answers were dry and clear, giving the impression for a moment that this was a technocratic model of approach rather than a matter of heartfelt commitment. The question of how to encourage people who work and collaborate in a company to take responsibility themselves cannot be answered with a technocratic concept.

When Hermann Arnold then explained his basic understanding of New Work, his discussion with our guests became open, lively and exciting. His idea that everyone is responsible, that ‘everyone leads and everyone follows’, which may sound strange at first glance, came across as convincing. At its core, it is groundbreaking for the completely new understanding of leadership that is intrinsically linked to New Work. Because here, following is always included alongside leading. Everyone talks about leading. Who talks about following? And how does intelligent following take place in a company – regardless of hierarchical settings?

As the evening progressed, new, interesting and very important questions arose. This is a good sign that our thinktalk once again delivered what it promised, because this event is about open, unconventional discourse and not about providing ready-made solutions.

Brief summary of the evening:

• It became clear that there is still a long way to go before there is clarity in the general understanding of ‘New Work’. This is definitely a positive thing, because it is not about introducing a few nice changes with a feel-good factor. Rather, it is about a radical change in the basic understanding of work, collaboration and leadership.
• Qualified follow-up is reflected in the organisational intelligence model as a constructive ‘counterforce’ to leadership. They are two sides of the same coin. Both must be practised consciously and responsibly in order for organisational intelligence to develop at all.
• It requires insight, determination and courage, as well as very special skills on the part of everyone involved, but above all on the part of managers, for ‘New Work’ to be successful. There is certainly a lot to do.