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Disclosure & Copyrights: Image material created as part of a free collaboration with Shutterstock. Text originally from: “Convincingly quiet!: How quiet people use their strengths effectively” (2014), published by BusinessVillage Verlag, reprinted with the kind permission of the publisher.Text originally from: “Feedback: Only what is achieved can also move” (2015 ), published by BusinessVillage Verlag, reprinted with the kind permission of the publisher.
By Chris Wolf (More) • Heinz Jiranek (More) • Last updated on October 04.09.2023, XNUMX • First published on 08.12.2014/XNUMX/XNUMX • So far 6156 readers, 1442 social media shares Likes & Reviews (5 / 5) • Read & write comments
Changes that are questionable are all too often demanded or desired in the work context. Because: one Personality Can not do anything about it.
Basically, it is assumed that the human being has a largely unchangeable core, which is referred to as personality and which makes up the individual. Humans have a set of abilities to do this. Under that one understands on facilities based requirements for the provision of services.
Skills are the parts of a skill that are learned or acquired Performance. There are a number of other terms here, preferably also in English. However, the essence always remains the same: we assume that human beings have an unchangeable core that defines them and that we share with them Respect have to face.
There are also parts that can be learned and that change without the core of the person changing or having to change. From a developmental perspective, this is for sure a point of view worth discussing because it is very simplified, but it proves to be extremely practical for Die Welt of feedback.
Basically and by definition, feedback is possible and useful for what one does and for what one can actually change, but not for how one is. Of course, this only seems to make a clear distinction, but it is completely sufficient for a pragmatic view.
Fundamental is the respect for the personality of the employee, which you can not comment on with feedbacks, evaluate and assess and certainly not change.
We are happy to label such attempts at change, which unfortunately are not uncommon and belong to the dramatic management mistakes, as deliberately disparaging Term ›Therapy light‹.
He wants to brand the area that work on personality has nothing to do with Guide to do and that trying to tamper with this is brutal and irresponsible. Putting the ethical dimension aside, one immediately and almost inevitably brings people into the Resistance, if you try to re-educate them in the sense of supposedly necessary personality optimization.
the clear ones steps of the resonance feedback offer simple help here. Anyone who sticks to this is working on exactly what should and can be worked on in the sense of leadership.
A number of different focal points of a manager's work can be distinguished. Most of them are natural Communication significantly involved and feedback plays a role for many. Depending on the area of work Executives more or less to see to it that their subordinates get on. It is not uncommon for feedback processes to be used as centrally seen.
In general, feedback is used to inform the employee about how their performance is viewed, and finally, feedback is useful, which reconciles the cooperation on both sides.
“Stay away from those who try to belittle your ambitions. Small minds always do that, but the really big ones give you the feeling that you too can grow up! "
Mark Twain (author, * 1835 † 1910)
In addition to these three large groups, there are, of course, feedback during the training period (acquisition or refinement of skills or skills) and feedback in the context of team development, meeting feedback and feedback in the context of conflict management and, and, and. In the more detailed description, we restrict ourselves here to a large extent to the three fields mentioned above.
In all three areas (performance, advance, co-operation), it is about making available to the employee perceptions that he himself can not have and which can generate resonance.
This is particularly common in the leadership context Ideathat people would have to change, in the direction of the Executive or from Companys it is asked for. This is often called development and linguistically reminds a little of unwinding the unfinished human being.
We would like to point out once again that this is a strange and possibly questionable human image. You hire an employee, because you have decided that it is the right person. It is the right person, with the right personality and the right equipment at skills and abilities.
As soon as he starts working, you start working to develop in the direction desired by the company (whoever that is). You coach him here and there… (Treat yourself to the irritating experience of listening to conversations between executives and employees, for example on the sidelines of management training. Quite disturbing! An exemplary highlight: “We are still coaching ourselves.”)
With all the euphoria about Feedback (and in companies through personnel development and learning processes) there must always be respect for the individual and the realistic and fair handling of the desire for change and changeability.
Resonance feedback provides cues for a careful process that enables reverberation. The extent to which the feedback recipient draws conclusions from this is his own decision.
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Chris Wolf Graduated psychologist and author. Chris Wolf has been working in counseling and training for over 15 years. Topics from marketing, leadership, sales and communication with patients / relatives are the subject. Her own preference for introversion sparked interest in the topic and led to her great expertise in introversion-appropriate training methods and communication tools. All texts by Chris Wolf.
Heinz Jiranek, graduate psychologist and coach, is the owner and managing director of ifb-Jiranek - Institute for Industrial Psychology and has been working for various clients on communication, leadership and coaching for 30 years. Also shaped by his professional background as a therapist, he always focuses on the effect and never on the recipe, not on behavioral drill, but on the interpersonal process. More information at www.ifb-jiranek.net/ All texts by Heinz Jiranek.
RT @ communications9: RT @SimoneJanson: Feedback & Leadership - 3/5: What bosses can change -
RT @SimoneJanson: Feedback & Leadership - 3/5: What bosses can change -
Feedback & Leadership - 3/5: What bosses can change: All too often changes are made in the work context ... #Profession #Education
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