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Disclosure & Copyright: Images created as part of a free collaboration with Shutterstock. Text originally from: “Employee motivation: The new desire for performance” (2014), published by BusinessVillage Verlag, reprinted with the kind permission of the publisher.
By Michael Huebler (More) • Last updated on October 17.03.2024, XNUMX • First published on 13.11.2014/XNUMX/XNUMX • So far 9439 readers, 1802 social media shares Likes & Reviews (5 / 5) • Read & write comments
Leading is not just about motivating. Leading also means driving. Despite all understanding for the interests of the Employees have Executives bear with being unpopular for once.
It is especially in the role of the driver that it is pleasant not to feel as a whole human being, but to act out of this single role, so to speak, as a part-man. This protects you against all too personal attacks.
After all, it is your role in which you have a specific task to perform, just as it is the role of the employees, the expectations of the Company to be met, provided they are realistic and reasonable.
The question remains how you despite impeller-Roll in good Contact stay with your employees? This is where the theory of the inner team comes in handy. Roughly formulated, Schulz von Thun assumes that we do not consist of a single, unified person, but on the contrary of many small individual parts.
If you are the exercise If you participated in the previous tip, you know what this is all about: at worst an inner conflict - at best a strong inner football team with your ego as the coach.
The idea of the Inner Team gives us the opportunity to think about who should be present in addition to your driver Criticism and Feedback to make it more tolerable.
This part - let's call it the talent scout - could have the task of finding one of the Features of Teammanagement system, a System to establish successful teams, to find out:
Often, expectations that an employee can not or can not fulfill at all due to his or her personality structure lead to disappointments and criticism. As a rule, however, even the most unreliable employee has a talent for at least one of the roles mentioned above.
In the team meetings, it is repeatedly pointed out that Mr. Meier contributes so little to the discussion. The first hypothesis in the room is, without being said, that he is unmotivated. It also happens that he then does not implement decisions as planned. Get the whole picture first clearthat Mr. Meier merely one Problem with discussions involving over three stakeholders. It's hard for him Opinions to express and above all to defend like the others.
A look at the rest of everyday working life shows that Mr. Meier is an excellent Developer is who prefers to develop and improve products in the back room. For his ideas better into the team, his manager decides to provide him with a benevolent, understanding counterpart in Mr. Müller. Mr. Meier now has the task of bringing Mr. Müller up to date on his developments before the team meetings, so that they can find their way into the team.
For executives, two roles of the team management system have a special one Significance: controller and visionary.
As a visionary, you have the task of upholding the vision and constantly promoting new ideas. The what and why describes what is to be achieved normatively and usually remains in place until it is achieved. The how describes the way. Only here does the real thing begin creativity the employee. The way can change. He can get longer. There can be hurdles. Or the means of transport change.
A checker must put his finger in the wound. He has to take it that no one likes him. Between the task of being a supervisor at the service of the company and the empathy for employee interests is, as often, a narrow degree.
Both must be present if you want to be credible and motivating at the same time as a manager. We will see later how important trust is. But every now and then it is necessary Control, so as not to be arbitrary. If you should thereby the employee interests from the Eye If you lose them, you lose your connection to them and with that, you lose access to them Motivation.
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Michael Hübler is a qualified pedagogue, coach and consultant. Hübler was born in Geislingen / Steige in 1972. After studying pedagogy and a managerial position in a non-profit organization, in 2006 he arrived where he feels most comfortable: on the open market. The coach, trainer and consultant works and lives with his wife and two children in Fürth / Franconia. In addition to his book publications, he regularly writes blog articles. His main focus is on emotional skills, leadership and communication. More information at www.m-huebler.de All texts by Michael Hübler.
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2 Notes on the article:
1. an old misunderstanding is that you can motivate others. No, everyone can only motivate themselves. The task of management and the organization is to: position, tasks, responsibilities etc. in such a way that the employee can work motivatedly. Make the frame. Finally, motivation comes mainly from the task itself, then from the possibility of successful work, and finally from the recognition (also of one's own!). But, the hygiene factors have to be right. Recommended: Read Frederick Herzberg.
2. The task of control is not to discover wounds, but to determine whether and how a job is being done. Control accompanies trust. Trust also means: “I am interested in your work”. Employees should ask their bosses for control, otherwise they won't even know how good the employees are.
Good day,
Thank you, you tell me from the soul: whether in the homework of the child or in everyday life:
Show interest!
We thank you in the author's name.
Hello Mr. Brandes, thank you.
Exciting definition of control! I agree with 1, but there are always different opinions about how: Everyone has different ideas, what motivates him and how the framework should look. Unfortunately, many of us can not imagine that his colleague may be quite different than he is. This different goal hampers rather than the pure motivation measures.
“We control in order to motivate” - the subject of control should be reduced to this simple statement. It is clear that strong motivation can only occur intrinsically, that is, out of itself. However, managers can create the breeding ground for this - and this also with positive control. 80% of what our employees do is positive. If we control a lot, then we “catch” the employees doing mostly good things - and if we have the chance to praise and do so, then we help them with self-motivation.
Hello Mr. Heinrich, also an exciting interpretation of the topic.
Hello Mr. Brandes,
I agree with you in general (especially regarding recognition!); nevertheless, I think that every now and then a little "push", encouraging (you can do it, dare) and trust can help ... :-))
Motivation: See how you should handle your employees.
#conipo #motivation #mitarbeiter
# Leadership # Visionary # TMS profiles
A very inappropriate picture as the lead for this post. It still dominates the image of a company that can be completely controlled and mastered like a clockwork. For me, a company is a living organism. Best regards Hans-Werner Schönell
Hello Mr. Schönell,
Thank you for pointing this out, you are of course right, the picture is, so to speak, a shortened train of thought - but as such, of course, it also stimulates discussion. As you said, the popular opinion is still top-down leadership ...
On the subject of leadership, one can complicate many things, but also represent simple and striking.
Not only the generation Y expects freerooms, openness in communication, support and direct feedback. But it also needs leadership and decision-making power. Perhaps one can best describe the qualities expected of a manager by the word LEADER and the example of team sports (like football):
• L = Be passionate, on the square and on the line. Enthusiasm for his job, whether as a team lead, or at the head of a company.
• E = Set ambitious, motivating, inspiring goals. In doing so, one should always have the claim to get the title (world champion, market leader, best product, most popular employer, most valuable brand, as a team) as a team. To be second, unfortunately, is the first loser.
• A = Be alert and give recognition. Observe what is happening around you (competitors, external conditions, new trends, ...). The best way to anticipate (anticipate) what can happen and act instead of reacting too late. Keep in touch with the players (employees, colleagues, bosses, ...). Fast, direct and open communication is crucial. Recognizing and resolving emerging conflicts at an early stage.
• D = humility and discipline. The star is the team, “Ronaldos” (self-promoters) are out of place and are not accepted as real leaders. First in the morning and last in the evening, that's how you set your standards and live ahead. Or as Albert Schweitzer put it so beautifully: "Setting an example is not the most important way of leading, it is the only one!"
• E = Determined action, especially in crisis situations or "when it comes to it. Responsibility not only in the elaboration, but also in taking over new and challenging tasks (decisive for the success of the "company") and making decisions.
• R = respectful dealings with each other. To avoid blame, to share "the victory laurel". In the event of failure, clearly distinguish performance from performance and / or unforeseen influences. Objectively criticize, point out options for action, offer support.
And to the very end: Celebrating hard (work hard, play hard) belongs to the same successes, of course.
Hello Mr. Holzmann, thank you for the reference, especially on the highly developed Generation Y. And as far as leadership and decision-making strength are concerned, I give you absolutely right: There sometimes hapert tremendously. Super I find the LEADER-Anagram, great, catchy comparison.
LEADER as described is not an anagram, but an acronym ... ;-)
Still great.
The description of the roles has been around for more than 20 years (1981 / 1993) at Belbin (Dr. R. Meredith Belbin, Cambridge UK for example - unfortunately therefore not really new.
Dear Mrs. Janson,
Thank you for your nice compliment regarding my LEADER-Anagram, which I was really looking forward to (after I have now also my stubborn cold and my move behind me)!
Regards
Ernst Holzmann
Oh, I can understand that very well .. I moved during the cold ;-)
Thanks for the detailed comment input!
Dear Mr. Holzmann,
Your line-up impressed me. The only thing I don't share with the “Best Employer” is “winning” and “losing” - I am happy to discuss this point with you or others; However, when it comes to ambitious, motivating, challenging goals, I'm with you.
For my purposes, I have varied a little bit:
• L = be passionate, on the court and on the line. Enthusiasm for his task, whether as a team lead, or at the top of a company. His team, the tasks, the goals achieved and the meaningfulness of the activities market.
• E = set ambitious, motivating, inspiring goals. You should always aim to win the title (world champion, market leader, best product, most popular employer, most valuable brand, ...) as a team. Unfortunately, finishing second means being the first to lose when it comes to winning.
• A = Be alert and give recognition. Watch what is happening around you (competitors, external conditions, new trends, ...). The best way to anticipate (anticipate) what can happen and act instead of (too late) to react. Keep in touch with the players (employees, colleagues, bosses, ...). Fast, direct and open communication is crucial. Recognizing and resolving emerging conflicts at an early stage. Recognition immediately and publicly.
• D = humility and discipline. The star is the team! "Ronaldos" (self-actor) are out of place and are not accepted as real leaders. Beware of the knowledge and skills of the others. Fulfill commitments, present values, be visible and approachable. Or as Albert Schweitzer so beautifully said: "To give an example is not the most important way to lead, it is the only one!"
• E = Determined action, especially in crisis situations or "when it comes to it". Not only in the shoot-out but also in taking over new and challenging tasks (decisive for the success of the "company") and making decisions; Orientation.
• R = respectful dealings with each other. No finger-pointing, "sharing the victory laurel". In the event of failure, clearly distinguish performance from performance and / or unforeseen influences. Objectively criticize, point out options for action, offer support. Give feedback and accept.
And at the end of the day: Celebrating hard (work hard, play hard) is just as much a part of success or project completion.
Thanks also for this reference, exciting discussion.
Hello Mr. Peters,
Please excuse my late (also because of moving and persistent illness) “Thank you” for your compliment, which I was very happy about! And thank you for adding and expanding my definition. :-))
Good morning,
For me, the question is not about conflict, but rather the question of how to communicate things or facts. Unpleasant information will remain unpleasant ... The transparency and honesty behind it make the information acceptable and the manager is NOT a bogeyman ... Honesty, respect, appreciation and trust in the corporate culture are pillars. The appreciative communication based on M. Rosenberg is a powerful "tool". It's much more than a technique ... it's an attitude.
Hello Mr. Janikovits, very nicely said. Unfortunately, transparency and sincerity are not always given ;-)
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