The 5 best books for a quick career advancement {reading tip}

Do you sometimes feel powerless? You want to lead, but no one follows? If a manager has many Tasks but does not have a managerial function, this is often frustrating. What helps: Natural authority. These books will show you how to get them.

Check your self-image critically

With the right communication techniques, a few psychological tricks and a strong Personality you can make your natural authority your main resource.

In their extensive guide “Leadership without supervisory function”, the three authors Daniela Krämer, Kathrein Lammert and Silke Weigang give valuable best practice examples for management management in positions outside the line organization.

Project leader in conflict

Project managers are particularly often in conflict. The executives will Projects entrusted to realize with the support of various departments. What they lack, however, is the opportunity to give instructions in a managerial role.

For the authors, however, this is more of a kind of self-assessment: “Managers without a supervisory function see themselves “only” as professional managers who do not have any leadership with regard to behavior, the procedure and the Performance the employee is allowed to implement.”

Strong executives work through personality

In the process, they would theoretically differ from other executives only by employment law, according to the authors. The ability to issue warnings and make contractual arrangements, however, seems intrinsically important to self-esteem.

The leadership guide describes how a natural one is very successful Guide can look like. Disciplinary power, which sometimes spreads more terror than success, is not important. Rather, it is about motivating project staff to get them on board and with the right people Ask to get the necessary answers that are important for the success of the project.

Discounts for your success (advertising)!

Self-confident approach to employees

“What gets you going as a non-supervisory manager isn't so much the words you choose,” the authors say, “but it's yours Behavior and the way you respond to employees that you want to onboard."

The guide defines the self-image of non-supervisory managers and explains how important it is to understand your role and yourself confident as a leader in Companys to establish.

Instruments of power at a glance

In addition, the various instruments of power are presented and then practically applied in cases. Finally, the authors travel through the leadership trends of the past decades.

Digitization, dynamization and internationalization - these are the Basics for a new understanding of leadership. That is why Krämer, Lammert and Weigang, who are themselves consultants for national and international companies and trainers, for sure:

The lateral manager has a future

Managers without a managerial function will appear much more frequently in the future than line managers in the classic sense. Possibly the “lateral manager” will be the most common form of manager in about 15 years.

A valuable guide for all workers who work in modern companies. There is more emphasis on teamwork and leadership without hierarchy. The best cases and exercises for difficult situations increase the (self-) awareness of the techniques of successful leadership without supervisor function.

That's how you learn resilience

Strong on the inside and always calm - who wouldn't like to be that? Everyone knows these people who seem unshakable like a rock in the surf. This includes inner serenity and a klare Conception of life - resilience and resilience can be learned.

In the debate about stress management, Burnout-Therapy and Work-Life-Balance is heard more and more frequently about resilience - the psychological resilience that requires a certain stability in life.

But should not we be as flexible as possible to meet the requirements of our meritocracy? Flexible, yes - but not fragile. The picture fits in with the bamboo, which is flexible enough not to break even in a heavy storm.

Flexible and strong as a bamboo

An oak lacks this flexibility, which is why it may be stable on calm days, but can uproot in stormy weather. Also we humans need the flexible strength of the bamboo.

In his guide “Inner Stability” Marco von Münchhausen calls this property flexible inner stability. This requires life balance, stress management, resilience and stabilizers in the body Everyday life, according to the coach and Training.

Life balance: a little bit of everything

We know that: It's not too much work healthy, but also too few challenges. Therefore, a balance between the different areas of life is important in order not to literally buckle in difficult phases of life. Work, Family, hobbies, friends and sports are such important cornerstones:

Anyone who gets sick knows fast Appreciate family and friends, but also a robust constitution, all of which together help to get back on your feet quickly. In order to keep all areas in balance, however, we do not have to devote the same amount of time to them every day invest.

A little less stress

It is not about “a quantitatively weighted balance, but a qualitative, a proportionate balance,” says Münchhausen. A little bit of sport every day, reading a few pages in the evening and spending time with the family, that makes up for it after a long day at the office.

Stress is a well-known phenomenon. Irritability and declining work performance are just two of the many consequences of negative stress. Münchhausen recommends three different strategies for coping with stress: prevent stress (minimize stress factors), burn it (sport) and dilute it (activate happiness hormones).

The Emergency Set for Crisis Situations: Resilience

Resilience is always necessary when crisis situations arise. “What matters in the first place are not the events that the Crisis effect”, says Münchhausen, “but rather the way we evaluate them”.

People who optimistic go through life, are emphatic, sociable and take personal responsibility, get through such phases of life better than others. A fulfilling job, material security and a strong social network are additional strengthening aspects.

For the hand luggage - stabilizers

Stress at work, strenuous family phases and other small or large crises in everyday life challenge us. That's why it's important to keep coming back Energy to refuel. And we find that in activities that relax us, make us free and strengthen our positive attitude towards life.

Munchausen names ten such activities, which he calls stabilizers. Everyone can go their own successful path to energy. Meditation, music, experiencing nature or even clearing out regularly are opportunities to “refuel internally in order to achieve inner stability”, says the coach,

Instructions on how to be aggressive

A delightfully politically incorrect book, a guide to being aggressive (in doses), so to speak, the pepperoniStrategy for the professional Career and survival in Office – all this is a readable new edition of Jens Weidner's bestseller.

How can you teach uninhibitedly aggressive youngsters from the worst gangs about normal social behavior? With this research question, the Boy Scientist Jens Weidner in US prisons.

Who wants more, must be able to argue!

There he learned about the “hot seat” method and also practiced it successfully in Germany. Many years later he turned the tables. Was wondering how people in companies could use their aggression productively instead of gorging on it with the result of being subdued by others.

From this he developed the “pepperoni strategy”. The book of the same name quickly became a bestseller when it was first published in 2005. The first updated new edition is now available.

Who does not resist, lives wrong!

One does not speak about aggression. And to lead to aggressive behavior certainly does not send. Against these reservations of political correctness, the Professor for educational science his experiences from many management seminars.

His laconic conclusion: If you do not have big demands, you can do without the use of aggression. But whoever wants to get up, who does not always want to do the work of others, who does not unquestionably accept anything that is imputed to him, is left without positive aggression in the starting holes (or in unloved jobs).

Soft skills also means understanding power games

The book is written lightly, not science, but experience. This is good because Jens Weidner is a stirring narrator. He sets pointers, sharpens matters, and does not shrink from uncomfortable truths.

However, a dose of more scientificity would have helped the book. So, if the Professor the function and importance of aggression in the human set emotions explained.

Nevertheless, it is enlightening for all those who tend to think of "soft skills" as "Teamwork” think or of “social Expertise”, instead of the just as elementary assertiveness. Because everyone knows after the first day at work that companies often fight hard.

Learn aggression

The "hot pepper strategy" shows what aggressions are, how to use aggressive behavior in a measured manner and, above all, how to counter aggressive colleagues and bosses. The prerequisite is always to be able to “read” the aggression of others.

In addition, Weidner provides practical analysis aids such as diamond analysis. It helps to recognize one's own "snappy potential" and to discard false biting inhibitions. And since dealing with aggression in men and Women is very different, Jens Weidner gives women practical advice on how to survive in the male world.

Reality is not a dream

Reality is sometimes harsher than we would like it to be. The pepperoni strategy gives us tips to the Hand, so as not to capsize in the first storm. This is not a license to let loose. But the attempt to establish at least equality of arms.

Another work also serves this purpose, a dedicated career entry-level book. And it is also a book for all those who have high school graduates around them who do not know where to go. Or job starters who shouldn't be hit by reality so hard.

Help, reality shock

There is little or nothing at school and at universities about the things that matter in real life. This applies especially to the whole area of ​​working life.

Admittedly, technical here and there qualifications mediated, about the laws and Regulate, which rule in organizations, is stubbornly kept silent. Alexandra Levit has now written a beginner's manual especially for university graduates. “My First Real Job” prepares newcomers well to start a new one Welt to enter.

The thing about the stove

We usually believe that the hotplate is hot when we have our fingers on it. A cumbersome and time-consuming process to get along with the world. Better to learn from the experiences of others.

This is especially true when it comes to laying the foundation for future success. Or at least for one Job, Fun might. That's why it's important for Alexandra Levit to clear up some of the misconceptions that a lot Money, lifetime and joie de vivre cost.

From academic heights land on the ground of the facts

“My First Real Job” is a book in which Alexandra Levit tells what it's like out there. On light In the 270 pages to be read, the author gives well-founded tips on how to behave and explains the most important, mostly unwritten laws of the Business-everyday. Armed like this, young professionals don't fall into a crisis right away if they have to put all their energy into it on day one, a few ridiculous office supplies and a eMailto get the address.

One of the few books for professional entry, which explicitly address students / university graduates. Strong reading recommendation, because it considerably reduces the shock of reality and provides a good map for the new terrain.

Rise in Large Companies: Negative or Positive?

Large companies and corporations have their own laws: an unmanageable thicket of departments and regulations, long, cumbersome decision-making - and chic hurdles on the way up, with which no one has expected. It depends on the attitude.

Because you can do it negative see Corinne Meyer in her sarcastic reckoning with corporate organizations. She advises simply: "Don't work in companies!" But it also goes positively by doing the work in corporations for your own Ascent uses. And without falling down the career ladder again. That is Gudrun Happich's approach.

From specialist to top management

She has written one of the few books that explicitly examine the career path in large companies and corporations. The focus is on the two essential “metamorphoses” that future top forces will have to go through.

The first is from specialist to manager, the second Transformation is then due to move to top management. Each is a complete paradigm shift. In “Sleeve Up” Gudrun Happich describes how to master these transformations without bending inwardly.

With scientific clarity

The book lives from the experience of the author. In over 15.000 Coaching-Hours she has accompanied more than 800 top executives from large companies on their career path. Her approach is sober and precise, just like a scientist.

In fact, Happich is also a qualified biologist. Her scientific background creates a productive contrast to the often highly emotional topics (“The superior determines my Team”; “New projects land in my department all the time”; “The board does not greet me”; “A team member does not accept me as a manager ...”).

Understanding instead of tricks

In this book, too, Gudrun Happich accompanies her readers from their entry into management positions to top management. That's why "sleeves up!" especially interesting for youngExecutives and for people on the move to the next level.

You will learn a lot about the unwritten laws of the companies, the traps, the chicanery and, of course, the possibilities. Gudrun Happich always argues from the coaches' point of view. It does not give simple tips, but shows problems and makes suggestions for solutions. The problems are illustrated by means of typical, real cases from the corporate day.

You can know in advance what happens afterwards

One of the shortcomings of the book is that Gudrun Happich only addresses many methods and solution strategies. But the brevity also has the advantage of a clear and succinct overview.

And so the readers of this book will be spared what is the most common cause of external and internal conflict - unclear ideas and unclear expectations regarding the new position. "

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