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Organisational development in the leader’s shadow (Part 2): Bigger, bigger, bigger!

A fundamental characteristic of Ruler leaders is that they like to show off their status and power, which they are quick to express to the outside world. They also like to show off more than they actually are. It is not surprising, then, that when they talk about development, they see development in terms of revenue, market share, and, if they are proud of the sector of the economy they believe has the right image, in dominating it.

General Ruler principles

For a very long time, the whole business world has been influenced by the mindset of Ruler leaders. Most success books and business literature trumpeted their principles as the only acceptable way forward. Building a huge company quickly, preferably immediately, and generating huge revenues was the most important yardstick, and real values such as quality, people skills, etc. were nicely hidden in the background. No wonder, because this mindset is really necessary to start a new business, to break into a new market, and in the market situation caused by the break-up of the Soviet Union, it was indeed the Ruler character that could best prevail. Even then, however, it was very region- and location-dependent how long these rapid successes lasted. For Ruler, the most important aspect is status – for them, this means what they are perceived to be in the market, in business circles and in general – and the private money they can get out of the business. However, not everything in their progress reports should necessarily be believed, because if business is not going well financially, but they have the opportunity to keep the shop window looking good, they will do so, and in doing so they can convey false hopes and bad solutions to their unsuspecting followers. The Ruler is a fighter, so expanding in the market, gaining as much power as possible, is where he sees real progress. In other words, he measures his company’s strength in terms of revenue, and there too he prefers to focus on the progress made over the right period. He likes to talk in percentage terms, which can of course confuse the audience.

2022-2028 – The Ruler’s development

It’s a tougher time than ever for Ruler’s owners, its top decision-makers. In the 2008 crisis, they were at the forefront of the markets, and their dominance and determination have led to major successes. Yes, it is, but the Ruler trait is superficiality and the unprofessional background that goes with it, if cost-cutting requires it. However, in a period during and after a pandemic, real professional knowledge has become more valuable to people. It’s also not easy to hear about huge percentage increases, and a Ruler doesn’t talk about how clever they were, because they were smaller, smaller in terms of decline and consumption than the other players in the market. In addition, the business culture has changed, and the phrase “I have such a huge company” is immediately followed by inquisitive questions about how much it all generates. And in this respect, Ruler usually falls short of the level he promotes, so in many cases he disappoints the audience. In such cases, they tend to nostalgia and cite past successes as a reference, but they do not necessarily have a good effect either. Ruler has a very varied and unlike the past six years ahead to learn about reality. Megalomania repels people, and new generations are now seeing through this ‘false image’, because those who have been brought up on social media know full well that the shop window is just a shop window. That said, Ruler is well placed to emerge victorious from a crisis, as his strategic vision is excellent. He just has to be careful not to fall into the disappointing trap of “self PR”!