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By Henryk Luderitz (More) • Last updated on October 04.02.2024, XNUMX • First published on 09.03.2021/XNUMX/XNUMX • So far 8536 readers, 1807 social media shares Likes & Reviews (5 / 5) • Read & write comments
It can always happen: this Team works at the load limit. And suddenly someone loses his nerve and freaks out. how to deal with it Overlooked and tolerated? Or that Problem tackle actively?
I sat perplexed in the meeting room and stared in disbelief at one of my most diligent Employees on: wildly gesticulating and with crimson Head he scolded loudly about our new one Projects... The deadlines would be too tight, the sales targets too high and the budget cuts would be a bottomless cheek.
He had become really furious - and his colleagues couldn't calm him down either. And me? I had just been promoted to manager and overlooked the pressure on my team.
Boy Executives are usually highly ambitious, want to change things and make a difference. They approach their task with corresponding motivation – and often assume that the team shares their enthusiasm.
emotions but so can enthusiasm fast turn negative and become counterproductive - for example, if employees find the requirements too high or bureaucratic hurdles seem insurmountable.
Even if everyone in the team is working on the stress limit, an outburst or choleric attack is never to be tolerated at any time. Here it is up to the management to intervene immediately:
In the professional Everyday life Admittedly, such extreme outbursts of anger are rather rare – the following help preventively Measures
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Henryk Lüderitz was, among other things, a young manager at Vodafone and is now a freelance trainer. Lüderitz began his career with a boss who was considered a scare for apprentices. This was followed by a high school diploma, a degree in business administration at a private university and, at the same time, starting a career at Mannesmann Mobilfunk. Then quickly the next border crossing: Project management for international tenders and product launches. It continued just as rapidly: Vodafone, participation in the talent program and entry as a group leader in the area of customer care systems with an innovation budget of around 15 million euros per year; later responsibility for all letter communication with over 80 million letters per year. In 2012, Lüderitz deliberately left the company and since then has been self-employed as a trainer for young executives. He knows the everyday problems and expectations of high potentials from his own experience and knows how to handle them skillfully and how they can be integrated into everyday company life. Henryk Lüderitz shares his know-how in lectures, workshops and on-the-job training. More information at luederitz.eu All texts by Henryk Lüderitz.
Very good text that sometimes explains the perspective of executives. Thanks a lot for this!
Great contribution, I am a leader myself and have the problem more often.
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