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Dorothea Assig and Dorothee Echter advise international top managers as Assig+Echter Top Management Ambition. In the interview, you tell us what happened at the selection by executives and top managers goes wrong.

Dorothea Assig, expert for outstanding careers and Dorothee Echter, top management.Background.worldwide, have specialized in advising top management worldwide for over two decades. They lead outstanding management personalities with their organizations and Companys to a sustainable reputation. With their ambition management theory, they ensure that top management is direct and effective Orientation offers and initiates leaps in success.

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Which requirements does a good leader have to meet today in order to be successful and create benefit for the company?

Today, only the best of the best work in companies, they have all the prerequisites. Managers in companies have never been so well trained, so carefully selected, so committed, so full of enthusiasm. They love their work and give their all successfully Effect to unfold. Everything is right there: You are willing to perform, professionally versed, good communication skills, well networked, and able to integrate into teams. You want to move companies forward and you can do that too. This overall package is already necessary today at the first management levels - and also available.

What is then needed to be successful is the ability to find the right job for you, the right place for everything someone wants and can do. A lot of people have a hard time with that, precisely because they are so good. They don't know that it's not about that in the first place Ascent but about creating the right stage for yourself.

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What goes wrong with the selection of executives in many companies?

The control mania has taken over. Instead of the right ones in the selection interviews Ask to ask yourself, to take time for your own intuition and for the exchange, to trust your own gut feeling and finally to quickly decide, there are supposedly systematic, supposedly objective and supposedly rational ones lasting months, sometimes years selection, such as evaluations, Assessment Centers, biographical interviews, Intelligence– and personality tests, the classification into Expertise– and potential portfolios, and so on and so forth.

The need for security has grown into infinity and yet cannot be satisfied. When someone has gone through this measurement, comparison and competition machine, they will feel distrust and... Control no more going. This is not performance-enhancing - on the contrary. How different is it with people to whom right from the start of the selection process Trust was built. You will be without Anxiety can contribute freely.

That is why none of the control mechanisms have led to better results in personnel selection. The opposite has been achieved. The hiring processes in management are becoming slower, while transfers and dismissals are being decided more and more quickly: "She couldn't bring her horsepower to the streets," they say, or "what happened to this talented start-up entrepreneur with us?"

Complaints about the increasing narcissism in our society are heard more frequently, but you speak of the necessity to believe in one's own self-efficacy. Please explain the difference.

Self-efficacy is based on the experience of being able to make a difference. A feeling that many People stranger who passed out feel. A feeling that is needed to be able to exert influence.

But it is a feeling that is needed to be able to exert influence. Without power and influence it is not possible to change anything for the better. To percieve oneself as capable, empowered and outstanding in the own field is what we call the the healthy narcissism. This does not mean to rise above others, as this would be arrogant. Arrogance does not lead anywhere.

How important are the right education and the right stations in the CV?

The basis of every advancement is ability. Nothing works without skill. It needs professional and personal substance to be effective. First comes the Vocational Training, first experiences – and from there everything is possible. Access to top positions is possible for many people who were neither at the “right” universities nor in the “right” stations. Careers are not planned, but someone follows their inner concerns and always seeks more Tasksto perfect one's talent.

The path is unique and original for every person. A doctorate, an MBA title, a Study in Cambridge or at MIT doesn't hurt. It is more important that someone has a strong will of their own, a great ambition and the ability to win people over for their own ideas to win. We see that each extrinsic Motivation, that is, the effort to meet external criteria does not lead to a reputation or a fulfilling job, but makes you unhappy. Nobody needs an unhappy professional life.

In your book you focus the importance of the right contacts. There may be some doubts if the right contacts count more than e.g. measurable achievements …

Contacts are no substitute for achievements. Achievements are basic. Only at a certain point, when someone has moved up to the top management, ability and successes are regarded as proven. Performance does not lead any step further. We specialize in top management – these people are all excellent. All of them have had a hard career path to go.

In the top league it is impossible to find objective criteria for personal performance, even if this is tried again and again with all these nonsensical control procedures such as assessment centers and annual appraisals etc. It act so many people, developments in successes with. What is considered a success today is normal tomorrow or leads to failure. What top management reliably counts as performance has not been measured, but communicated well. Reputation is built when other influential people talk about it. That is why the right positive contacts are so important, first within and then later outside of your own company.

You also present the Ambition Management method in your book - what is it all about?

It's about how top performance, growth leaps, innovations and transformations succeed. Up until now, companies have placed too much trust in the cycle of Planning, Objective, control, correction and new planning. There are countless tools and instruments for this that result from an exaggerated security thinking and lead to everyone adapting and setting up well in them. New things are never created with old methods, you can neither order nor control new things. No start-up would ever have been successful with this way of thinking. Bill Gates, Steve Jobs or Marc Zuckerberg could not have built great companies, nor could any company ever have been saved like this. These methods only lead to the same bureaucracies over and over again. A vicious circle.

Ambition Management trusts the inner drive of the individual. We do not rely on collective instruments and guidelines. All managers want to advance the company and be successful themselves, in their original way. Ambition Management shows how companies can support them in this. It's about naming and appreciating individual greatness and outstandingness in every situation. A practical example is the Uniqueness Dialogue, a Conversation between superiors and employees, which is not about assessing past performance, but about an explosion of individual skills in order to achieve future success.

OPINION! Top management consultant Assig + Echter: The selection of executives suffers from control madness

There is currently a lot of discussion in the Human Resources industry about the methods to find suitable applicants for management positions: How concretely can the Ambition Management method help them here? How should an interview work?

The interview questions Candidates as part of our ambition managementMethod Here, too, they are not aimed at past performance or skills, but at what drives and motivates the candidates from the inside. For as they are driven themselves, so are they in Future also drive the company.

The individual ambition has to fit the topic, that in exactly this task, with exactly this Team is to be solved right now. It's more important than anything else. In the past, more attention was paid to hiring the “somehow” or “generally” best, general competence criteria were established, and then testing and eating was carried out for the devil. And later, the candidates should then be shaped to fit certain tasks. That did not work.

Companies love KPIs and performance measurement, but you repeatedly criticise the fact that many companies are just sticking to figures and comparisons. What do you suggest as an alternative?

Ambition Management means your own intrinsic Allowing motivation to take effect instead of striving for the fulfillment of given criteria. That’s what all companies want – self-motivation. Research has shown that even the tiniest amount of extrinsic motivation through achievable metrics and subsequent rewards diminishes intrinsic motivation.

The Alternatives is that leaders recognize their own ambition and put it into words. Instead of "I have to achieve 15% more contribution margin on the product line" it then says, "I want us to only produce highly profitable products merchandise, that's what I stand for. " These are two completely different styles and emotions. With ambition management, the possible is achieved and exceeded. Set only provide pressure, not the highest possible performance.

Now there are many people who only want to orient themselves based on facts and figures ...

... then you have this very special talent, then you should better be in the IT or working in controlling, with people who tick the same way, but not management tasks in human resources or in Recruiting take over.

Recently, the recruiting scene has been increasingly criticizing esoteric selection methods - such as physiognomy, voice recognition software or profiling. What is behind your Ambition Management method?

This is where all the staff development desperation and confusion comes into play. Around for sure to walk, many people do everything and resort to outrageous methods that do not achieve anything. They don't trust their own judgment, their intuition. But that's what we expect from someone who makes such decisions.

Your book also deals with the special abilities of highfliers and their difficulties in many companies. What needs to change for companies to make better use of the skills of highly gifted personalities?

This is such an important question. The highly gifted themselves must recognize their talent, appreciate it, classify it correctly and put it into words, ideally with the help of experts. They have to understand that they are special and not all people are like that fast comprehend and judge like themselves - an insight with serious consequences for social interactions.

The company needs to identify who is highly talented and match those people to the right roles. Even the gifted must never be underchallenged. If personnel management with Ambition Management is more individualized, based on the size of individuals without standard criteria, that's it light.

You are international top management advisors: What distinguishes the German leadership culture from the one in other countries?

The international management culture is becoming more and more similar due to the globalization of corporate activities and the new communication technologies. When people from many countries via video conferencing instead of in person Meetings communicate, or if managers are in 10 countries in 14 days, new codes are needed that everyone immediately recognizes as belonging, friendly, approving, etc. These codes make international trust and international cooperation possible in the first place. We have identified them and have been teaching them for 20 years, they fall into the categories of gratitude, Esteem, generosity and simplicity…

In Germany one thing is different: there are traditionally more “open words”, “honest Feedback", more Criticism. Only a German top manager wonders whether his praise is not being perceived as “gumming up”. Engineering thrived on criticizing the inadequate for a century, and the best engineer became a board member. Today, no board of directors is internationally successful if it does not know how to shape relationships in a grateful and appreciative way.

What does this say about the innovative capacity of Germany as a business location?

Miracles happen in Germany when it comes to innovations. They are often not so spectacular, but are characterized by a substantial structure. Companies could trust the leaders' ability to innovate much more - and have them done. That is why our new book is called “Freedom for Managers.” Let them free to rise to their size and the innovations will follow stantepede.

Have you noticed a change in leadership culture in recent years, for example due to digitalization?

In any case. Personal encounters gain enormously in importance. Out of the multitude of audio and video and internetCommunication a face-to-face conversation, a joint museum visit, breakfast with business friends stands out and remains in the memory. This is the only way to create trust, credibility and reputation. Personal closeness ultimately determines great careers.

Therefore have to Executives create an influential community in companies made up of personalities in their field, outside the company, which is repeatedly inspired by personal meetings. This is an essential part of our ambition management. When it comes to a major assignment, a new position, an important one in top management product goes, then play neither Money It is not content that plays the biggest role, but personal proximity. The personally written card stands out from the arbitrariness of social media communication, is noticed, shapes the reputation.

You are international top management advisors: What distinguishes the German leadership culture from the one in other countries?

The international management culture is becoming more and more similar due to the globalization of corporate activities and the new communication technologies. When people from many countries communicate via video conferences instead of face-to-face meetings, or when managers are in 10 countries in 14 days, new codes are needed that everyone immediately recognizes as belonging, friendly, agreeing, etc. These codes make international trust and international cooperation possible in the first place. We have identified them and been teaching them for 20 years, they fall into the categories of gratitude, appreciation, generosity and simplicity...

One thing is different in Germany: there is traditionally more “open words”, “honest feedback”, more criticism. Only one German top manager wonders whether his praise is not understood as "sucking up". For a century engineering thrived on criticizing what was inadequate, and the best engineer became a board member. Today, no executive board is internationally successful that does not know how to shape relationships in a grateful and appreciative manner.

What does this say about the innovative capacity of Germany as a business location?

Miracles happen in Germany when it comes to innovations. They are often not so spectacular, but are characterized by a substantial structure. Companies could trust the leaders' ability to innovate much more - and have them done. That is why our new book is called “Freedom for Managers.” Let them free to rise to their size and the innovations will follow stantepede.

Have you noticed a change in leadership culture in recent years, for example due to digitalization?

In any case. The personal encounter gains enormous importance. A face-to-face conversation, a joint visit to a museum, a breakfast with business friends stands out from the crowd of audio, video and internet communication and remains in the memory. This is the only way to create trust, credibility and reputation. Personal closeness ultimately decides about great careers.

That's why corporate leaders need to create an influence community of personalities in their field, outside of the organization, that is continually inspired by face-to-face encounters. This is an essential part of our ambition management. When top management is dealing with a large order, a new position, an important recommendation, then neither money nor content play the greatest role, but rather personal proximity. The personally written card stands out from the arbitrariness of social media communication and is taken into account , shapes the reputation.


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