11. How do you regain the trust of your target groups after a shopping addiction attack?
Dear Mr Baumann,
if you buy so much nonsense during such an activity, then it is called expertly – shopping addiction. You then brought the full bag of Monsanto poisons, lawsuits, etc. to Leverkusen and suddenly, you were probably shocked that your partners were about to beat you up. Then you took even more money in hand and started these expensive but totally absurd HR programs and advertising campaigns, these 5 billion for the alleged innovation. And again you wanted to buy, this time the goodwill of employees, customers, etc. Why did you do this? The most important reason will probably be that you did not believe in the possibilities of innovation of your own employees before buying Monsanto. You did not trust anyone before and I suppose you do not trust anyone now. It seems that you are not capable of having trust. But you do probably have the confidence to be able to buy, other people’ s trust in you.
12. What remains storytellable after a CEO?
Dear Mr. Baumann,
perhaps you will also laugh about what the extraordinary should remain tellable after you, because you personally don’t care. Well, this is of enormous importance for most people, at least according to Hannah Arendt, because it has a lot to do with the personal handling of your own death. My attempt to explain these thoughts of H. Arendt in more detail here would go beyond the scope of my letters to you, so I will limit myself to saying that if many of your excellent colleagues, i.e. CEO’s of large companies, dream of eternal life, or life on Mars, also eternal, or hibernation, digitalisation of their brain, or even have research done on it, investing billions, then Hannah Arendt will be right in saying that it is a very important aspect even for the biggest, if not the most important.
13. I magically attract narcissists.
Dear Mr. Baumann,
when I am confronted with a problem and I can’t find a solution within a certain time, I start to explore the problem even more scientifically. Since many, not to say very many of my clients sometimes showed very strange behavioral motives or ways and I did not get anywhere, I went to the largest bookstore for psychology and psychiatry in Munich, Leopoldstraße, and got counseling. I took five books about narcissism with me, but the very best was by Otto Kernberg. It was only then that I understood why some CEOs don’t care about something like trust, or why it is only a temporary means to an end. It was then that I also understood that there are people who want to be able to destroy something with uncanny pleasure, even if they just seemed to have built something respectable and especially interpersonal relationships. That’s how the extraordinary can emerge, also >>the storytellable<<.
14. Failure happens both on the wrong and on the right path: the remedies.
Dear Mr Baumann,
in this letter to you, I am trying to explain the thoughts of Hannah Arendt, which I have already mentioned, namely: confusion of acting with the manufacturing (homo faber) and ‘the remedy’. Well, if you use manufacturing instead of action in leadership or management, and accordingly proceed according to the principle of means – end, but the end product fails, then ‘the remedy’ is considered to be the destruction of this work. How this works can be followed step by step, especially at Bayer. However, if you had preferred to act in your leadership or management, which requires prior creation and permanent maintenance of the reference structure (communication), then the remedy in case of failure would be forgiveness, promises and keeping promises. When acting, the new beginning only goes through this way.