It's time! The Behavior one of his Employees Hannes hasn't liked it for a long time. Something has to happen urgently – an employee appraisal, but fast.

Leadership management-leadership-satire7
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Pressure from above

The services offered by Mustermann are anything but pattern-wise, dates are kept so tightly that it is often uncertain whether it works. Otherwise, Mustermann is mainly noticeable by inconspicuousness. Monday's sick Monday after home games of the favorite football club piled up.

Again and again Hannes convinced himself that things would get better and that he didn't confront Mustermann with it. Basically, however, it is the case that Hannes is the decisive one Conversation been pushing ahead for months. Now it is time. Hannes' boss got wind of it and put him under pressure. "Actually, he shouldn't interfere at all" thinks Hannes. But Hannes is also - although superior - for his Executive a employee. "This is the hierarchy, there is still someone higher up."

Hannes prepares the conversation

Hannes has collected facts and is putting together a guide for the conversation with Mustermannn. How should he begin? Some small talk? That creates atmosphere. However, too much of it is not good either, he has that in the Vocational Training learned. One shouldn't be too collegial act, when push comes to shove.

Hannes notes in key words: “Short small talk: weather always fits, ask if he is going skiing”. However, this shot can go in the oven. What if the employee hangs up and asks about a ski vacation? So a more innocent topic is needed. "How are you?" Not very creative and he doesn't care, but his boss always asks him that.

Just no interrogation!

Then to Problem: "I'm here today to talk to you..." that sounds too much like an interrogation, too dramatic. So more directly: "Mr. Mustermann" - that's a bit formal, distant, Hannes shoots it through Head. “Dear Mr. Mustermann”. Exactly, that presses Esteem off, that's what the mission statement says. So: “Dear Mr. Mustermann, I am basically satisfied with you".

No, Hannes doesn't like that. “Basically satisfied” sounds like negative at. Then he can say right away: "I'm dissatisfied with you." But that's pretty hard, like a slap in the face. Hannes wonders how he would like it himself? Honest, open but not hurting, confront but keep a good vibe? Hannes is desperate. Should he give up his need for harmony to please his boss? Annoy your co-worker only to have more problems afterwards? But if things go on like this, it won't work either.

Hannes recalls communication models

He looks for guidelines and discussion models in the seminar documents for leadership training. Glasl, the seven escalation levels. These help address an issue before it escalates. It's not that bad, to talk about escalation would be an exaggeration. Harvard model, integration in conflict resolution. With this, the two-sided needs recorded to fulfill them. That's too consensus- and compromise-oriented for Hannes.

Of needs none can Rede be, Mustermann simply has to work better. Then Hannes finds GROW as Coaching-Model. Coaching sounds good and solid questioning techniques fascinate Hannes. Circular questions, questions about the inner map, hypothetical questions - that is the theory. Linking this in the GROW is then too complicated and does not seem appropriate to the facts.

Common sense?!

After all, Hannes doesn't have to ask any questions, but rather tell Mustermann what is important to him. Then something occurs to Hannes: The Communication. In his documents, Hannes reaches the limits of his imagination with the word “non-violent”. There can be no question of violence. And what if the other person no longer knows the feedback rules?

It is to be crazy. After two hours Preparation Hannes gets a coffee. By the machine is Mustermann. He's on the phone privately. Hannes looks at him in bewilderment, Mustermann looks back and asks: "Is something not right for you?".

Hannes is angry and spontaneously escapes him "Yes, that you are on the phone privately and not working". Hannes must have just seemed very believable. Mustermann interrupts the conversation and goes to the Workplace. Hannes is proud to have found such a great conversation starter. A lot can be achieved with common sense.

Hannes has solved it again - or not

Now Hannes can continue to prepare. He already has the entry. But how should it go on? Hannes' pragmatism comes to the fore: “It may be that this remark was enough to make Mustermann improve. Let's give him another chance." Satisfied, Hannes turns to day-to-day business Backgroundto have addressed an employee issue.