The 5 Best Books on Humanity in Business Community Building & Marketing {Reading Tip}

The Employees im Companys should be more in the center – in Marketing, in the corporate culture and in the HR anyway. The reality is often different. 5 books that show how things can be done better in concrete terms.

Upheaval in marketing

Anne M. Schüller is one of the most important marketing and management trainers and authors. In her new book “Touchpoints” she shows how the “moments of truth” can be used systematically for the success of the company.

The organization chart on the Head place. Don't think about selling, think about buying. The customers win and inspire, not persuade. Anne M. Schüller has taken up the cause of consistent customer thinking like no other. And the developments of the last few years play into her hands.

Because what we are currently experiencing is a revolution in marketing that is second to none. Whether you call it Web 2.0 or Web 3.0. What is certain is that the “social web” is a powerful tool for customers Hand has given (from the hotel rating to comments on Facebook) and at the same time places completely new demands on companies.

From the one-way street to the interactive network

And that goes for big ones as well as small ones. In her book “Touchpoints”, Anne M. Schüller provides companies with a management strategy to take advantage of this new Welt to be systematically explored.

Gone are the days when Communication was a one-way street. In the first of three parts of her book “Touchpoints. In close contact with today's customers ”, Anne M. Schüller outlines the serious changes and their significance for the company.

Marketing in the hands-free network

A short time ago it was all about “surfing” on a PC or laptop, i.e. getting content of all kinds online, but now the new end devices and the new social web offers have that Internet turned into a participatory internet.

Discounts for your success (advertising)!

Shoot a photo here and have already posted, leave a comment and share with friends from all over the world joy and sorrow. Gone are the days when politicians and businesses could act behind closed doors.

See with the eyes of customers

The mobile network changes the use and the requirement to the enterprise. Because the breakthrough of smartphones and tablets has catapulted the Internet into a new dimension.

In the second part, the author shows companies and brand managers how to systematically set their company on a new course. It is at the core of their book and their approach to fully identify and understand the relevance of touchpoints, that is, all points at which customers come into contact with the company.

Touch points before and after purchase

These touch points are long before the purchase and (hopefully) long afterwards. By means of consistent touchpoint management it is possible to reliably evaluate which contact points are superfluous or even counterproductive, and where contact points are missing or inadequately developed.

No interception that could be done by the way. This is why the consultant presents a manageable management process. And finally it comes to the touchpoints between employees and executives.

Touchpoints between management and employees

Surprisingly the third part of the book. Because here Anne M. Schüller turns the “Customer Touchpoint Management” and thereby extends it to the “Collaborator Touchpoint Management”. Although Schüller sees the employee as a customer as “old hat” - through the “Collaborator Touch Point Management” she promises to systematize this process.

Especially due to the new working world, where freelancers, permanent employees, part-time workers and service providers are working on projects in mixed colors, new leadership systems are necessary.

The “Collaborator Touchpoint Management” presented here for the first time makes it possible to light determine all “points of contact” between the respective “collaborators” – in order to then optimize them. A simple set of tools to systematize today's complex leadership requirements.

Innovative management tool

Conclusion: companies along the external and internal "touchpoints". to organize simplifies management by concentrating on the essentials. It is not for nothing that touchpoints are also referred to as “moments of truth”.

Because in the concrete meeting of customers and companies on the one hand and executives and employees on the other hand, corporate reality is created anew every day. Who this complex process successfully wants to control will find an innovative management tool in “Touchpoints”.

Strategies and tactics against missions

Each HR knows that Problem: The right one Candidates find one for the job, preferably one that fits the requirements profile one hundred percent. What helps: knowledge of human nature. Says executive search expert Ronald May: In this book, he shows how to find suitable candidates and avoid wrong appointments.

Hardly any manager who has never been confronted with a miscast: a position is newly filled. Soon, an uneasy feeling sets in. After some time, it is certain that the wrong or the wrong was set. An expensive experience for companies! Now the whole selection process has to start all over again - until finally the suitable candidate is found.

Pragmatic and spiked with consultant experience

Who wouldn't want to recognize people and find the right candidate right away? The long-time expert in executive search, Ronald May, shows how this works Background about how People “tick”, on.

Ronald May doesn't really need to write that his personnel consultancy is value-oriented. The benevolent one vibrates throughout the book Respect with the the Adviser other people – be they candidates or decision-makers.

A typical trap: the halo effect

Certain beliefs and behaviors of human resources - as the author shows in the first part - are the reason why they sometimes catch the “wrong”. This includes the so-called “halo effect”, which means that individual observations are transferred to the whole personality.

This means that a candidate is given too much or too little credit. Occurs Candidate for example very eloquent and self confident up, some decision-makers tend to trust him with a difficult management task.

What leads to misjudgments?

May uses many examples to show how such and similar beliefs can lead to a completely wrong assessment of the applicant. Only when you have become aware of such mechanisms can you start devoting yourself to the actual task: to actually find the “right one”.

This is what is at the core of the book, the second part. With the entrepreneurial co-responsibility of the personnel, the view of the staff from many perspectives, the active courting of candidates and the stimulation of the candidate to the critical self-assessment, only a few highlights of the second part are mentioned.

Enlightening insights for executives and candidates

It's good that the author doesn't bother with long prefaces and generalities, but gets straight into the topic. As a reader, you are right in the middle of it Everyday life the HR decision-maker and consultant. This is ensured by many exciting and interesting case histories from May's many years of consulting practice, which illustrate extremely realistically: This is how it should work - and not like this.

Conclusion: There is no guarantee of the right job filling. Wherever people are involved, there is a residual risk. However, this can be reduced to a small extent with the help of this book. “Die Menschenerkenner” is well-founded, humorous and sometimes as exciting as a thriller, from the first to the last page.

The reality of the stubborn employee

If they're lucky, they will Boy Executives well prepared for their leadership role. Most of them, however, are thrown in at the deep end. But even those who have learned the management trade in seminars will adapt to reality fast bite your teeth.

Reality means: stubborn employees. Employees who do not work "with" but "against". Employees whose thoughts are somewhere but theirs Tasks. All the theory of “self-responsible employees” does not help here. That requires solid knowledge.

This is what Hartmut Laufer provides in this book. In a very catchy way, right down to wording aids (“Please make sure that the letter goes out today” instead of: “It would be good if the letter could go out today”).

From the grandstand to the regular

Everyone who has their own in their company Team leads, knows that: There are the top motivated, those with Lust and mood in Office come and sometimes can hardly be stopped. And then there's the group of the "inwardly resigned" who do their job by the book.

If any. In his easy-to-understand book “Practice of Successful Employee Motivation” Hartmut Laufer explains very clearly how you as a team leader can get the frustrated back on track.

Attention: authority generates resignation

First of all, of course, it is about finding out the causes of the defensiveness. Because if you don't know where the problem is, you won't find one Solutions. And it could also be your fault.

Above all, those who rely on “strict orders and frequent controls” as part of a rather autocratic management style shout Anxiety and defense outright. And thus encourages the passivity of his employees.

Employees who are constantly disadvantaged

The opposite of this is the goal of a really good manager: to “at least reduce the proportion of resigned”.

According to Laufer, the resigned are those who “bring with them a vague dissatisfaction and are constantly disadvantaged feel.” Almost every third employee, according to the author, belongs to German companies.

Appreciation as the key to a productive corporate culture

Laufer provides a whole range of tried and tested tips that will help you to free these people from the isolation corner. Appraisal interviews are of fundamental importance as part of a “frank and partnership-based exchange of views”.

Esteem is in the foreground, no drilling into mistakes of the past. Better: Rebuild your people by nurturing and challenging them (“facilitating an encouraging sense of achievement”).

Disappointments are inevitable

But absolutely necessary Honestly Even if the uncomfortable truth doesn't sit so well on the other side of the boardroom table, because "Disappointing employees is sometimes unavoidable, but deceiving them is unforgivable."

Conclusion: "Practice of successful employee motivation" is a great lesson in terms of management work and management culture in progressive companies. Anyone who reads it and implements the good advice will be happy about a better mood among their employees. And whole for sure experience a boost of motivation yourself.

Leadership: The human, employee

Anyone who has them as a friend no longer needs an enemy: there are employees who fall out of character. Some carry personal problems with them, which they bring into the company. The others turn out to be "work refusers", "creatures of habit" or "specialists with diva airs". Now, none of us are perfect, and immediate resignation is seldom the best option Choice in successful leadership.

Often, you first have to understand where the problem lies. With the right announcement, a restructuring or the new distribution of tasks solves many a problem by itself.

The trainer and expert for executives Hans-Jürgen Kratz summarized the most important employee roles in his book "Mensch Mitarbeiter!". He gives practical advice on how to play the difficult characters useful be integrated into the operational processes - in the best case without warnings.

He knows better - destructive oppositionist

He's a co-worker no one can do justice to, maybe he's zeroed in on one person. Doubts are sown on all decisions, on all of them ideas there Criticism. But this is not about justified, constructive criticism.

“If the destructive, contrarian opposition is clearly aiming to cut you off, talk to him, mention relevant observations and ask him to be disloyal Behavior set,” advises Kratz. If that doesn't help, the expert only allows separation from the employee as a solution.

She knows everything - gossip

They are everywhere: the gossip girl. The purpose of this employee seems to be to take in and pass on all the true, half-true and probably untrue information floating around the company with very wide open ears.

"The gossiped uses her own working time for her gossip without a guilty conscience and does not care about the time of the colleagues," said Kratz. The danger is "to sit up and launch rumors that often propagate at supersonic speeds and often have a particular toughness," says the author.

He wants to know - chair saw

As a deputy, he should actually represent his superiors when he goes on vacation or is unable to work because of illness. But what if he turns out to be a chair-bearer during the substitution period?

"The deputy is committed to absolute loyalty and fairness to the job holder," said Kratz, "for him, it must be impossible to come up with stupid thoughts with the saw." The coach knows the three main demands that executives catch up with their deputies should. An entertaining guide, which identifies the most important types of employees with a disruptive factor and gives practical tips on how to turn the troublemakers back into valuable employees.

The "I" as a success factor in uncertain times

"Everyone wants change. But nobody wants to change. "This wonderful sentence comes from the book" Radikal mensch "by Ilja Grzeskowitz. He thus presents a personality counselor who is refreshingly different from what one is used to from other works of this genre.

How to lead a successful life? A question that will move all readers who pick up this book. It reflects the author's deep conviction that every human being has a special gift that only they can use to do a specific thing. The idea of ​​“destination” is obvious here, would it be Term not so deterministic and at the same time old-fashioned. That's why Grzeskowitz doesn't use it.

The "why" as the basis for the "how" and "what"

Nevertheless, his work is concerned with the question of why one actually does what one does. Whether it would not be better to do something else that could be done much better. And it's also about what this special gift is that is in one.

The Concept by Ilja Grzeskowitz starts at three levels. First there is the motive. Cleverly and challengingly written, the author offers ideas and ways to leave the usual paths. The point here is to help the reader discover their own core principles that Orientation give. Without knowing them, you shouldn't decision fell more because they show the way to success.

Motive, people, doing

The second level is the people. Especially in the interconnected world we live in today, nobody wins alone anymore. networks, employee orientation, giving instead of taking, are the keys for the Implementation of your own Set.

Finally the doing. After all, it's all about doing. In this chapter, Grzeskowitz presents a series of tools, tools and implementation plans so that the reader can take action. To be successful in uncertain times, but also to think about what success means for the reader at all.

Emotions at the center

The captivating chapters end with a concise summary that briefly describes the ideas presented.

"Radically Human" is thought up by people, their feelings and their intuitions. And that is what makes the book so readable and motivating. It stands out pleasantly from other success guides, which primarily Planning and see working through to-do lists as the key to a successful life.

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