Why doesn’t anyone want to be a boss anymore?

According to figures from the Berlin Personnel Market Research Index, a third more managerial positions were advertised from January to September than in the same period of the previous year. So not only specialists, but also increasingly bosses are wanted. We asked the Handelsblatt readership why apparently fewer people aspire to a managerial position.

One reason that is mentioned more often is that younger junior staff pay more attention to a good work-life balance. A top salary or a luxurious company car would no longer convince them, writes a reader. “A look at traditional executives usually shows that they work a lot and long hours, and that in comparison to a ‘non-management position’ usually at an inappropriate cost-benefit ratio,” adds a reader.

A well-regulated environment with a lot of administrative work and greater uncertainty, triggered for example by Corona, the Ukraine war or the looming recession, would make a management position less attractive.

What qualities do managers need in order to be prepared for the future? One reader thinks that they “must be empathetic originals who have not been bent over backwards, diligently and, above all, authentically go their own way, while keeping an eye on an economy and ecology that does not end with a business year”. Another reader relies on the “old ‘German’ virtues of diligence, discipline and punctuality”.

We have put together a selection for you from the letters from the Handelsblatt readers.

Do I have to do this to myself?

“My observation from more than 25 years in organizations in different industries: In the past, for – more or less – talented people, the attraction of leadership was not only to lead people, but also to help shape the framework conditions.

In a thoroughly regulated environment, this has often been lost or only possible to a very limited extent. On the other hand, due to the ‘management self-serving culture’, executives today have a multitude of administrative matters in their mailbox. Entrepreneurial courage, inventiveness and careful handling of the ‘human resource’ are not always rewarded. This in turn prevents managers from experiencing themselves as self-effective. D

his is of course viewed critically by potential leaders, who then rightly ask themselves: ‘Do I have to do this to myself?’ That’s why I decided against a managerial career a few years ago and have never regretted it.”
Michael Gambla

decision for uncertainty

“Anyone who decides to become a manager today is primarily choosing one thing: uncertainty.

For decades, times have not been as uncertain as they have been in the last three years. First Corona, then the Russian invasion of Ukraine, now an impending recession, of which nobody can say exactly to what extent it will occur.

In addition, there is the ‘business as usual’: digital transformation, reduction of greenhouse gas emissions and reduction of strategic dependencies. In these times of change and uncertainty, taking responsibility for the world of tomorrow is a big and for many a daunting decision.”
Jan Wanner

>> Read also: These 30 top talents could change Germany

The split is too big

“I am of the opinion that there are still many managers who would like to take the step to the boss, but the balancing act between the requirements of the investors/supervisory boards or in the health care management for a chief physician and the wishes of the employees is becoming increasingly difficult agree, so that every day a boss has to make irrational decisions that go against his own convictions and which arise as a result of external pressure.

I think that’s what’s keeping the current generation from running for the CEO position because it makes you extremely dissatisfied and unhappy.”
Christian Skawantzos

I can only recommend being the boss

“To be or want to be a leader is great. It opens up completely new perspectives; Man or woman discovers himself and possibly talents that have remained hidden until now. Agility and digital affinity make it easier to successfully shape the future. I highly recommend it.”
Hans Joachim Friess

Looking for empathetic originals

“Here’s my guess:

Which managers does Germany need? Management in the 1990s was often burdened with avarice and greed for profit and is amazed at where it has led us, while personnel psychologists and consultants are still looking for new fields of activity.

The executives of the future must be empathetic originals who have not been bent from the outside, who diligently and, above all, authentically go their own way, while keeping an eye on an economy and ecology that does not end with a fiscal year. 200 on the Autobahn is possible with green electricity.

The same degree of change, a mixture of dynamism, getting hands-on and sustainable future prospects for people, is required in management and does not lead to less, but to more yield, sustainability and satisfaction.”
Eric Rimmasch

Managers need these qualities

“Managers should have: 20 percent egocentricity (narcissism), 20 percent empathy, 30 percent knowledge of the market economy, 30 percent ability to relate/teamwork – preferably in a loving relationship.”
Solveigh Reinhardt

>> Read also: “Whoever makes a bold change has the best cards” – this is how young managers tick

Late Roman decadence

“Germany needs executives who still know the old ‘German’ virtues of diligence, discipline and punctuality and also live them.

When I was young, you achieved something and you were rewarded for it – so you ‘slid’ into the lead. In fact, you had to do something first and then you were rewarded – today it’s usually the other way around!

Unfortunately, my generation – baby boomers – could not pass on these virtues and coddled their offspring – the result: late Roman decadence!”
Hilmar Blaesner

Why put your own health at risk?

“Which role model is embodied in Germany when you imagine a manager? The harried boss, who works 80 hours a week, is always available, suffers from high blood pressure and is annoyed? Why put your own health at risk for the constant feeling of not being enough?

Also, at school we were always told: sit down, be quiet, conform, think about your average. How should personalities develop that inspire people with their enthusiasm and a vision or are even able to lead them?

I’m 24 years old and I’m studying business administration. The phenomenon was known to me at least within my environment. Nobody acts out of inner drive, nobody has a vision or dares to think outside the box. Everyone just hopes for the day when they finally don’t have to work anymore, even though they haven’t really started yet. In Germany it fails on so many points. You could write a whole book about that.”
Julia Alex

Too many areas of tension

“As a relatively young, relatively ‘high’ manager and older member of Generation Y, I have now come up with the following theory – there is no other way I can explain the behavior that I observe among employees and interns and when looking for employees: Managers today need a high level Degree of self-motivation, discipline and consistency. At the same time, they live in a field of tension with the employees between the deal, demanding performance for money and creating meaning, being a coach, etc.

The nice boss also has to ensure profitability and make unpopular decisions. Executive ‘premiums’ such as a higher salary or other privileges and recognition are often no longer given or recognized to the same extent today. Many people are probably considering putting on the extra stress and responsibility for a relatively small amount of additional ‘pain and pain’.”
Robert Schilling

Don’t work hard, work smart!

“I think the concern for future leaders is overdone. I have worked internationally for 55 years, 50 years in senior management positions and the last 35 years in top positions. Back then, a twelve-hour day and at least half a Saturday were no exception; this has changed.

Younger junior staff pay attention to the so-called ‘work-life balance’, leisure time and family are more important than a top salary or a luxurious company car. Nevertheless, there will always be well-educated and career-conscious candidates, only the attitude has changed: ‘Don’t work hard, work smart!’ In addition, modern management tools are available today.”
Rolf Schmid

The quest for power

“Because younger generations prioritize time for life and family rather than career and money, it is only logical not to aspire to leadership positions.

A look at classic executives shows that they work a lot and long hours, and compared to a ‘non-executive position’ usually at an inappropriate cost-benefit ratio. One also gets the impression that companies are banking on the fact that the attractiveness of a management position mainly depends on leadership.

And then there is the issue of qualifications: Where is a manager trained to lead in the long term? It actually requires a wide range of skills to be a good manager, but in reality, striving for power and, when in doubt, tapping your shoulder boards is usually enough.”
Lena Harnack

Too little introduced to the hardships of life

“If more and more young people strive for a life that is low in exertion and performance, and managers have to degenerate into positive feedback distributors, leadership is no longer a worthwhile professional goal.

In the past, we kept many children and young people away from all injustice, did not introduce them enough to the hardships of life and instead promised them eternal security.”
Monica Ruehl

If you would like to have your say on this topic in the Handelsblatt, write us a comment, either by e-mail [email protected] or on Instagram at @handelsblatt.

More: Last week, Handelsblatt readers debated whether Angela Merkel was a “great” chancellor.