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By Harald Smolak (More) • Last updated on October 20.06.2023, XNUMX • First published on 11.05.2017/XNUMX/XNUMX • So far 4926 readers, 1125 social media shares Likes & Reviews (5 / 5) • Read & write comments
Everyone is talking about Guide im Team, Participation and diversity. A lot is thrown around with trendy trendy terms. Then why is it often so difficult in reality? And what can we do better? 5 tips.
Teams at the top are one Welt the "unsociable sociability" - in the dilemma between the need for community and the tendency to isolation. Immanuel Kant wrote this as early as the 18th century and it has not changed significantly to this day. Essentially, 3 Ask:
But how can leadership work in a team - without the labels of digital anglicisms? 5 tips and theses at a glance:
Anyone who demands team performance and incentivizes individual performance will do so change not get transformed. In the end, what counts is the bottom line. At the affected Employees and in the overall context of Company. extrinsic Motivation in the form of bonuses was and is an optimization to control the monetary success for individual employees and not automatically for the overall success of a company.
Individual bonification controls individual success, encourages lone wolves and classifies them in lists of competitors in a Organization. In our digitized world, however, this corporate culture will lag behind those who Background collectively, smarter into faster and more efficient ones Solutions can implement.
Companies like Infineon, Bosch and Lufthansa have recognized this necessary change. become like this Executives For example, Lufthansa measures 70% on the group result and 30% on the result of its own business segment. This promotes the interest in mutual success and reduces the walls between the individual areas.
Each area has a different view of the business world. It is natural that sales managers are challenged by their customers perceive the truth differently than a production that, with careful planning specifications from the sales department, gets into delivery problems if there is unexpected demand from the customer.
It is important to discuss the emerging conflicts emotionally in order to solve this situation together, rather than to stifle them by means of blame or refusal. Conflicts help illuminate aspects that are otherwise deliberately or unconsciously blown out in order to obtain an apparent security for decisions.
Everyone wishes Respect towards oneself. A matter of course that one very easily ascribes to oneself and perceives through one's own blind spot. each Meeting with colleagues and employees proves to us daily how difficult or unconscious we deal with disrespect towards others.
Posters in meeting rooms about effective meetings with platitudes such as “let people speak”, “punctuality”, “active listening” gently point us to improvement. Even if this is in workgroups with a lot Commitment developed and accompanied by executives as sponsors with external support, such "rules" lead a lot fast to disillusionment. Often because you take it for granted from colleagues and are very tolerant of your own Behavior overlooks.
“Why should I change and certainly not by others? I've done it well in the past. If my environment, my colleagues, and employees made a little more effort, I could be much more respectful and trustworthy. I can only change when the others change. ” This interlinking of relationships is the hope that the solution to the problem lies on the outside and never on yourself.
The likelihood of being responsible for the change itself and pushing it forward is the more effective lever. One does not depend on others. Without a cooking recipe, no cooked food will be cooked. And the way something is cooked, with what surrender, your own will, determines the success.
Find a collaboration eye level instead, it takes Courage, to engage with different ways of thinking and approaches of different team members. This requires a leap of faith with the willingness to see mistakes as an opportunity and not as a flaw. Not descriptive in the sense of "that's how it is" or normative, "that's how it should be" leads to Objective, but curative, “how about” as an invitation for a solution, even if it is not your own.
Regardless of trends, tools, Methods In times of increasing disruption in all branches of industry, companies win over competitors who succeed in maintaining their collective Intelligence as a potential to be prepared in good time for necessary answers of future decisions. Relying on the wisdom of individual leaders in times of increasing complexity may be simpler and easier for top management, but puts them at risk Future successful companies with the trained patterns of the past.
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Harald Smolak is Client Director and HR Director at Atreus. Harald Smolak has over 25 years of international experience in complex transformations in the semiconductor, IT, telecommunications, insurance, consulting and medical technology industries and as a manager as General Manager, Marketing and Sales as well as in the human resources area. As Client Director and HR Director for Interim Management and Executive Search at Atreus, he is responsible for the acquisition of mandates and the selection of new sales directors. For a successful recruitment of executives, he has developed and implemented a new form of collaborative learning in leadership issues for experienced managers. As a long-standing systemic consultant, he accompanies his customers and managers in projects on tried and tested ways to dare to try new things. All texts by Harald Smolak.
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