The Power of Attitude: And How It Shapes Our Organisations

Recently, I was on the road again, working with various management teams. It reminded me of something very fundamental: there is often a significant gap between strategic declarations of intent on one side and lived attitudes on the other. This gap ultimately dictates what truly happens within an organization.

Many leaders articulate clear goals. For instance, they aim for an organization where people work autonomously, take responsibility, and collaborate as strong teams. However, doubts and a need for control often surface, which achieve the opposite effect. The deeper attitude reveals a lack of trust in employees to make meaningful contributions or act responsibly on their own. Instead, there’s a preference for control and decision-making from the top.

The paradox here is: you always get what you truly want.

Not what’s written on PowerPoint slides or in mission statements, but what is shaped by your inner attitude and beliefs. If, as a leader, I don’t genuinely believe my team can take responsibility, I won’t allow it. And thus, the result I "want" materializes—despite it being contrary to my stated intentions.

“You always get what you truly want.” This simple yet profound principle reminds us that our inner attitude shapes reality.

Attitude is neither right nor wrong—it’s effective or obstructive.

A key insight from systemic organizational development is that attitudes are multi-layered and not inherently good or bad. What matters is the impact they have and whether they align with the desired goal.

In my work with leaders, I often observe different views of human nature and leadership styles colliding. There are rational-functional attitudes that focus heavily on efficiency, control, and clear rules. There are self-oriented, impulsive attitudes driven by emotions and spontaneous reactions. And there are systemic-autonomous attitudes based on trust, development, and self-organization.

None of these attitudes are inherently wrong. The question is: What do I truly want to achieve? And which attitude supports me in that?

Do I want an organization that is stable and predictable? Then a more controlling attitude may be helpful.

Do I want an agile, self-organized organization? Then trust, letting go, and a different inner attitude are required.

The fascinating part is that, as leaders, we can consciously adjust our behavior. We can learn to reflect on our attitudes, question them, and adapt them to the situation. This opens up new possibilities to shape our impact and outcomes. Leadership is most effective through what we do, not just what we say.

“The most powerful leadership tool you have is your own personal example.” – John Wooden

Why the gap between aspiration and attitude is so common

In practice, I often see companies formulating mission statements and values that are not lived out. Especially during crises, people quickly fall back into old patterns. Deep-seated beliefs and fears influence behavior more than strategic intentions.

An example: Flexible working hours and home office are often demanded as hallmarks of modern leadership. Yet many leaders fear employees might exploit these freedoms. This attitude leads to tightened rules and increased control—which, in turn, fosters mistrust and demotivation.

The central question is: What do I truly want? Do I want to foster trust and enable growth? Or do I want security through control? Both choices have consequences for the culture and outcomes.

Ideas for reflection and experimentation

1. Reflect on your attitude

What beliefs do you truly hold? What do you think about the people in your team? What attitude does your behavior reveal?

2. Observe the impact

What outcomes does your attitude produce? Does it support what you want to achieve?

3. Expand your attitude spectrum

Consciously try out new behaviors that complement or challenge your usual stance. This might mean listening more during a team discussion instead of immediately steering the conversation, or deliberately trusting even when it feels unfamiliar.

Ask yourself: What attitude would best support this situation now? Seek feedback from colleagues or coaches about the impact of your attitude. Step by step, you can grow into more flexible and effective leadership.

A small but impactful tip is to consciously use the space between stimulus and response: The next time you feel emotionally challenged or impulsive in a situation, pause briefly. Take a deep breath in and out, feel your body—your feet on the ground or your hands on the table. This small, mindful pause creates a space where you can decide how to respond—perhaps with more composure, understanding, or clarity. It’s not a big exercise, but a simple practice you can apply anytime, anywhere.

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.” – Viktor Frankl

Conclusion

Leadership is always about attitude. And attitude is not a static state but a dynamic process of development and reflection. If we truly want our teams to grow, take responsibility, and perform effectively, we must first take an honest look: What attitude do I really embody? And how does it affect others?

Because in the end, the rule applies: You always get what you want – even if sometimes it’s what you subconsciously want and not what you explicitly say or write in your company presentation.

The Importance of Trust in Leadership

Trust is a central element in every successful organization. It’s like the foundation of a house. Without a strong foundation, the entire building can become unstable. When leaders place trust in their teams, they not only encourage accountability but also foster creativity and innovation.

How often have we experienced a moment where an idea is born in a room full of people, and it excites everyone? This often happens when employees feel safe sharing their thoughts and suggestions. Trust creates an atmosphere where everyone can raise their voice.

Building trust

To build trust, it is important to communicate transparently. This means being open about decisions, challenges, and even mistakes. When leaders show they are willing to admit their weaknesses, they encourage their teams to do the same.

Ask yourself: How can you create an environment in your team where trust can thrive? What small steps can you take to foster this culture?

The Role of Self-Reflection

Self-reflection is a powerful tool for any leader. It allows us to question our own attitudes and behaviors. By regularly pausing and asking ourselves how we reacted to certain situations, we can identify patterns and change them if necessary.

It’s like a mirror showing us how we are perceived. Sometimes the image we see isn’t what we wish for. But that’s okay. The first step to change is recognition.

Practical Tips for Self-Reflection

• Daily Journaling: Take a few minutes each day to write down your thoughts and feelings. What went well? What could you have done differently?

• Gather feedback: Ask your colleagues for honest feedback. Often, others notice things that we ourselves overlook.

• Search for mentoring: A mentor can help you gain new perspectives and support your development.

  
  

By reflecting on ourselves, we can not only improve our own attitude but also that of our teams.

Final Thoughts

The journey to effective leadership is an ongoing challenge. Yet, it is also one of the most rewarding. If we are willing to question our attitudes and embark on the path of self-development, we can transform not only ourselves but also our organizations.

Ultimately, the power lies within us. It is up to us to initiate the changes we desire. And as we know: You always get what you truly want.