Barry Blassoples Eventerprise VP of Growth, sat down with Birgit as part of a ‘Getting to know Birgit Thümecke’ Interview series.
Birgit Thumecke: … become a leader. It has to do with how you even fast track talent, how your succession planning is made up. If you just move one ladder up, because you did a project well, doesn’t mean that you’re a leader. But, ultimately moving up the hierarchy makes you a leader by default, and you are not a leader, you don’t even want to be a leader. You are a super lawyer, you’re a super accountant, doesn’t qualify you as leader, right? But, this is just how careers are done in most corporate environments and the leadership is a byproduct, but people are not really tested or… If they go do the psychometric assessments, or whatever, in their really cool leadership skills.
Barry B: So, well, let’s look forward. Let’s say about 10 years, at Eventerprise, and knowing what we know, that tenure alone, or an ability to execute a particular role well, does not qualify you by default to be a leader within an organization. Just in draft terms, how do you foresee selection of leadership within the organization, as we go?
Birgit Thumecke: I think people must be asked if they actually want to become leaders, and there must be a possibility to progress in your career without you wanting to be a leader. If you have four people in one team, and they all want to lead, then you have a problem, but you need to make sure that the composition of the team all together works. I think a lot of exercises, and a lot of tests and group stuff can be done to determine that. And, I think that is something I would want to do. And, it’s actually, planned for December here with Eventerprise for the core team, to see who is who in the zoo, who can best cater for what needs to be done.
I think that should allow… And, that is the problem in certain organizations, that certain people say, “That’s not me. That’s not where I’m good at. You are better at it, Barry. So, I want you to have this conversation. I want you to run this portfolio, because that is your strong point. Not so much my strong point.” So, that there is a balance, and that everybody feels welcome to the team and knows how he or she can contribute. Again, know and understand your purpose, because that will drive your result and your motivation. I can’t motivate anybody who’s not intrinsically motivated, so we need to find a way to what triggers your intrinsic motivation. Let’s show me something you like to do. If you constantly have to do things you don’t like to do, then your motivation might diminish.
Barry B: Sure.
Birgit Thumecke: Makes me actually think of [crosstalk 00:03:16]
Barry B: Actually, on this topic, of intrinsic motivation versus someone trying to motivate
Birgit Thumecke: Jumping up and down in front of you, “Come on, let’s do this!”
I suppose some people would say that it is a leader, or really good manager’s job, to keep the team motivated and keep the team going.
Birgit Thumecke: Yes.
Barry B: And, there’s an outcome that you can expect from that, and then there’s an outcome that you can expect from a team of individuals who are intrinsically motivated. And, I was just wondering if you pass at the top of all that, you’ve seen those outcomes, or just what’s your general thoughts on both of those types of motivation?
Birgit Thumecke: So, I’ve been a victim of somebody wanting to motivate me, but I must say I was always actually very lucky with the leaders that supervised me. And, that is because I’m intrinsically totally driven, and motivated. And, I was never forced to do something that was totally against my grain of nature. Possibly, there were a few things, it’s a long career. But, it’s not front of mind, otherwise, I would remember it now. If I would have rehearsed the answers I’m giving, I would have probably had one or two examples. But, I can tell you for sure that, most parts of my career as someone being led by someone else, I was pretty lucky. As a leader myself, I had to…