For many Executives it is always necessary to readjust their role and behavioral patterns. To put it bluntly, it's about the contradiction between darling and dork. What to do about it?
- Everybody's darling or dork on duty?
- A-types and B-types - cliché or reality?
- Who would you rather have in the team?
- Envy - but a good feeling?
- Assertiveness does not make it more productive
- Moderate degree of certainty
- Drawers do not help
- Identify potential employees in time
- Top books on the subject
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Everybody's darling or dork on duty?
In practice, this dilemma presents itself as follows: Is one closed? nice, one is liked, but maybe not respected. If you are too harsh, you may be able to prevail, but you lose sympathy points. Ok - and how do you solve this dilemma now?
If you want to push things forward, you can't be everyone's darling. Or is it? If you value human contact, you should do this for privacy lift. Is that so? Can you in Job be really too nice or, conversely, have too pronounced social incompetence?
What prejudices do the representatives of the two camps face? Is there a golden mean? And how do executives find out whether in it Team better the type “lone wolf” or “Mr. Nice Guy ”fits; how can you judge which ones Motivation really behind the actions of their Employees plugged?
A-types and B-types - cliché or reality?
The books on the subject (advertising)
Most of us are familiar with both extremes: Colleague A, the professional competently and whom one likes to ask for support because he is not afraid to take action when things need to be done quickly. He is usually not there when chatting in the coffee kitchen - and is not really missed on such occasions.
Then there are Collegues B, who just clashes with everyone, who also takes time for the interpersonal, which one can at any time ask for an assessment of the film, which he last seen in the cinema and which one then, depending on how the Judgment fails, also looks or not.
Who would you rather have in the team?
Who would you prefer in your team? Are you already working with both colleagues? Which of the two is the more competent?
For example, is it possible to imply that Type B is not as interested in his career as Type A (according to experience, B-types are often ignored in favor of A-types during promotions)? And how much feeling can you afford in everyday work?
Envy - but a good feeling?
Discounts for your success (advertising)!
Let's take as an example a supposedly "bad" feeling that we are always told not to allow: envy. The PsyBlog website explains the benefits of "benign envy," that boring feeling that we are missing something that we see in others.
Those little stings can be good for us (as long as we feel the other has theirs Success deserved, otherwise we're really just gripped by an unproductive, destructive envy). Benign envy can motivate us, give us hope, make us more creative and make us see things differently Perspektive let look at.
Assertiveness does not make it more productive
PsyBlog also quotes an interesting study on the topic of enforcement and sympathy among executives. The results: In terms of productivity, the successes did not rise unrestrictedly parallel to the current performance of a manager.
According to the researchers, a particularly high level of assertiveness in terms of productivity is no better than a moderate level; In any case, it was better to be moderately assertive than not at all. In terms of sympathy (“social results”), the situation was similar:
Moderate degree of certainty
The sympathy curve did not rise infinitely in accordance with the ability to assert itself, but fell sharply. So it was definitely better to have a moderate degree of certainty than too much, the researchers concluded.
Combining the results of the two components results in a curve that is similar to an inverted U - so there must be an ideal point where social and economic outcomes meet.
Drawers do not help
Last but not least, the question arises again and again to what extent Behavior one People Conclusions about his feelings, his motivation allows. This is particularly relevant when assembling a team or filling key positions.
Anyone who has a little knowledge of human nature and experience in dealing with others knows that you won't get anywhere by thinking in pigeonholes. Anyone with experience in human resources or as a manager knows how many employees feel out of place and in their role feel, how great the danger of internal dismissal and working to rule is.
Identify potential employees in time
Personal diagnostic tools can help identify potentials, identify deficiencies, and provide the best possible support Company and employees.
The potential lies in every employee, regardless of whether he always meets the ideal point on a curve or not. Recognizing and promoting is the task of every employer.
Top books on the subject
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