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By Henryk Luderitz (More) • Last updated on October 03.02.2024, XNUMX • First published on 20.05.2021/XNUMX/XNUMX • So far 4372 readers, 2583 social media shares Likes & Reviews (5 / 5) • Read & write comments
Gerade Boy Executives are often in conflict Control and do too much yourself. How eg can they Employees motivate their Tasks to do and still give them enough responsibility?
Tobias Schmidt is 26 years old and since 3 months team leader in a well-known technology company. In theory, he already knows how to perform. And how does it look in practice?
He was promoted to manager after completing some international projects successfully has completed. In seminars he has already learned in advance how personnel management works in theory - Set define, delegate tasks and motivate employees.
Now puppy protection is over and delivering results is becoming more and more important. However, time pressure, high expectations of one's own manager and Problems in the projects of the employees to the fact that he often responds with the sentence "Now let me do it, I can see that it won't work like that!" involved in the projects.
If Mr. Schmidt snatches the task from his employee, the problem will be solved more quickly, but the employee feels incompetent and loses his own Motivationto find your own solutions. In addition, there is a great danger that he is on this ways educates dependent employees - after all, as a manager, he cannot always handle everything. A disenfranchisement can - in the sense of both parties - not Solution .
In order for managers to behave in an appreciative and professional manner (and not to put their employees' work on their own desks), they can first of all do the following Ask put:
If a situation is so serious that intervention is unavoidable, it is advisable to leave the employee the responsibility and to ask what he expects from the management to still be able to solve the task independently.
After all, he has been dealing with the problem for a long time and knows both the situation and the ones necessary to solve it Measures judge better than an outsider.
The message is: “You are the expert – and remain responsible. I'm just offering you support."
Require, however, neither situation nor Expertise When employees intervene, it's important to keep your cool and trust your own judgment. After that, it is recommended that the situation in the Eye to keep to unexpected ones change to be able to react.
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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.
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