No Democracy, but a Clear MessageWhat Constitutes Real Crisis Management, and Why Consensus Is Not a GoalWinston Churchill is said to have once said:"Democracy is the worst form of government – except for all the otherforms of government that have been tried from time to time." Even with many flaws, democracy remains one of humanity's greatest achievements: It protects us from despotism, promotes freedom, and encourages participation. Without it, we would lack an open society, stability, and progress. However, in companies, this is precisely where a dangerous error in thinking begins: Many managers blindly apply this principle to their organization. They confuse political order with operational management. As a result, the team debates every decision, every measure must reach consensus, and every vote carries equal weight. It sounds modern; it seems humane. But it can lead to paralysis!Because: A company is not a parliament. It is also not a grassroots movement. And it's certainly not a family! A company is a performance space. Anyone who makes democracy the standard here destroys speed, dilutes responsibility, and tolerates weakness. While the competition acts, there are endless discussions within your own company. Especially in a crisis, it shows the absurdity of this misunderstanding: Where quick decisions, hard cuts, and uncompromising clarity matter, you instead resort to moderation, appeal, and appeasement. The result: Nothing changes, but everyone feels good.Until reality strikes and the company ends up on the market's garbage dump.Lactose-FreeClassrooms: A Mirror of Society?We live in times of a strange pendulum swing. In the 1950s, many things were strict, maybe even too strict. Authority was the rule of law, regulations were tough, and discipline was the standard. Today, we have the opposite: Everything is being softened, everyone wants to be "taken along for the ride", and participation has become a religion. No one is allowed to offend anymore; everything has tobe discussed, weighed, "felt". You can already see it in schools: Parents march into the classroom and demand that their child only get lactose-free milk. Special requests here, special treatment there. Everyone believes that they have an individual right to preferential treatment.And precisely this pattern has now reached companies: There, low performers are tolerated and, in some cases, even actively protected. Instead of setting clear performance standards, you convince yourself that everyone must be on board and involved, and every sensitivity must be considered. The result: The wrong people are protected, while the right ones are demotivated. Because let's not kid ourselves: Tolerance towards low performers is a direct insult to high performers! Anyone who wears themselves thin every day to deliver results loses respect and motivation if someone sits next to them who barely meets the minimum requirements and gets understanding and support for it.Performance Over LullabiesMany companies claim to be a family. That sounds warm and fuzzy, human, almost romantic. It conveys security and safety. But it is a lie. A company is not a family! Family means you care, are close, and have a bond, even if no money flows. Family means: You stay, no matter what. A company, on the other hand, operates according to completely different rules: Work for money. Nothing more, nothing less. Do the litmus test: Stop paying salary and watch how many"family members" still show up on Monday. The answer is clear. Those who conceal the difference distort reality and weaken leadership.This is what counts in a company: Perform, or you're out. Tolerance for low performers erodes motivation, morale, and margins. It is a slap in the face to those who deliver day after day. Nevertheless, there is an illusion in many boardroomsthat the company must be an oasis of well-being. The reality is harsh and straightforward:A company that does not consistently demand performance will rot from within.Look at the automotive industry: Volkswagen is bloated and inefficient, with twice as many employees per car as Toyota. Porsche? Kicked out of the DAX because mistakes were tolerated for too long. That's not bad luck, it's self-inflicted. And that's exactly why singing Kumbaya around the campfire doesn't save any company. Gentle words, consensus rounds, and the illusion of a"corporate family" do not create results. During a turnaround, onlyclear cuts, hard choices, and an uncompromising focus on performance help.Everything else is self-deception.Leadershipin the Crisis: No Consensus, Clear BoundariesThis is the heart of the issue: Many companies confuse leadership with moderation. They think decisions must be made by consensus, everyone must be heard, and everything should be participatory. But a company is not a parliament, and a turnaround for sure isn't either. So, leading in a crisis means the opposite: Delivering a clear message, making concrete, tough, sometimes brutal decisions, and taking clear responsibility.No pseudo-democracy, no consensus at any cost, just clarity, speed, and consistency. This is the only way to truly turn a company around.Because crises do not tolerate vagueness. When a company falters, markets collapse, costs skyrocket, and sales plummet, there's no time for pleas or lengthy discussions. In these moments, leadership is detrimental. However, many managers shy away from exactly that. They speak reassuringly, make appeals, and describe problems rather than solve them. "You should...", "We should actually..." – such sentences are harmful because they don't provide direction, only uncertainty.The following applies: Employees have a right to clarity. Every individual in the company wants to know: What specifically is expected of me? Until when? In what quality? Without these answers, chaos ensues. Employees must be able to rely on the fact that the paycheck is error-free in the account at the end of the month. They expect precision and reliability. But they have exactly the same right for their leadership: clear goals, clear guidelines, and transparent decisions. Therefore, leadership during turnarounds means giving direction, even if it is uncomfortable. Making decisions, even if they hurt. Taking responsibility, even if there is a storm of criticism. Employees need direction, not warm words. A clear message is not an act of cruelty, but an act of respect. Scoreboards Don't LieIf you wantt o understand what crisis leadership means, look at the Premier League. Only one goal after two games? In that case, some clubs fire the coach. Hard, perhaps unfair– but consistent. Because scoreboards don't lie; they mercilessly show where you stand: Up or down, top half or bottom half. No discussion, no interpretation.That's exactly the point: Facts are brutally honest. You either win or you lose. Either the company makes a profit, or it burns through money. Sales and earnings are like the scoreboard in soccer –they reveal the truth. Everything else is just an excuse. And what do top clubs do when the results aren't right? They act. They change coaches, adjust the line-up, or invest in new players. Not because they want to act impulsively, but because they know: If you wait too long, you'll soon be playing in the minor leagues. The same goes for companies. Anyone who covers up weak results with long explanations misses the chance to turn things around. Responsibility Always Has a FaceThe biggest mistake many managers make is shifting responsibility to an abstract organization: "The organization has failed." Nonsense! An organization is not an anonymous entity but a network of people, decisions, and responsibilities. If Bayer Leverkusen only has one goal after two games, the board fires the coach. That's how this business works. No excuses, no shying away from problems, no socialization of guilt. Those who bear responsibility must deliver. If they don't, he (or she) has to go.Of course, external factors are also part of it. Good luck and bad luck are part of every economic game. Natural disasters, financial crises, pandemics: They can derail any company. But that's exactly why the obligation is to prepare for tough times during good times, and for good times during tough times. Rheinmetall (they manufacture tanks) is a current example. For many years, they were considered outcasts; no one wanted to be involved with the military-industrial complex. Today, they are thriving because the world is arming itself. This is not moral or just; it's reality. Leadership means riding a wave while it lasts, and at the same time, preparing for the next storm.Entitlement without Performance is Toxic!Many ignore this. They don't want to feel pain. But pain is necessary. It's a signal. In the body, pain indicates that something is wrong. It's the same in a company. If it hurts, reality speaks to you. You can ignore, turn a blind eye, or gloss over it, but the truth remains. Leadership means not blocking out this pain but using it consciously. Anyone who tries to be popular during a turnaround is doing something wrong. The task is not to win friends. The goal is to ensure survival. I often compare it to a doctor telling a patient bluntly, "Stop drinking, stop smoking, or you'll die miserably." That's uncomfortable and rude, but it's honest. Everything else is self-deception.And this brings us to another issue: Our culture of molly coddling. We have habituated generations to receive praise for every small thing. Children grow up feeling great just because they're there. This attitude is spilling over into companies. Suddenly, everyone believes they deserve recognition simply for being present. The result: A sense of entitlement without tangible performance. Leadership must not give in to this. Leadership means: Clear demands, a clear message, and clear consequences. Don't take everyone along for the ride. Don't involve everyone. Instead, promote the best, challenge the weak, and fire those who can't or won't improve. Anyone who thinks a turnaround is a group feel-good project should keep sticking Post-its. If you want to save a company, you have to make decisions – quickly and decisively. Because in the end, only one thing matters: Performance. Everything else is dead weight.No compromises, no excuses, no whitewashing. Leadership in a crisis means swinging the pendulum back, away from effeminacy and consensus, toward clarity and consistency. Everything else is bullshit!
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