Your shopping cart is currently empty!
For their successful, good life Information you really need: Government-funded publisher, awarded the Global Business Award as Publisher of the Year: Books, Magazine, eCourses, data-driven AI-Services. Print and online publications as well as the latest technology go hand in hand - with over 20 years of experience, partners like this Federal Ministry of Education, customers like Samsung, DELL, Telekom or universities. behind it Simone Janson, German Top 10 blogger, referenced in ARD, FAZ, ZEIT, WELT, Wikipedia.
Disclosure & Copyright: Images created as part of a free collaboration with Shutterstock.
By Barbara Hague (More) • Last updated on October 02.10.2023, XNUMX • First published on 04.05.2021/XNUMX/XNUMX • So far 5953 readers, 3471 social media shares Likes & Reviews (5 / 5) • Read & write comments
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?
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?
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 prefer in your team? Are you already working with both colleagues? Which of the two is the more competent?
For example, can type B be assumed not to be as attached to his Career interested like type A (experience has shown that B types are often passed over in favor of A types when it comes to promotions)? And how much feeling can you afford in everyday work?
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.
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:
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.
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.
Personal diagnostic tools can help identify potentials, identify deficiencies, and provide the best possible support Companys 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.
Barbara Haag is a management trainer and business coach. She runs the “kopfarbeit” consulting institute she founded and, together with a network of 30 trainers, supports specialists and executives throughout Germany. She worked for several years in personnel development at global companies in the automotive and oil processing industries and has been a trainer, consultant and coach for many years and had teaching assignments at vocational academies and the leadership academy in Baden-Württemberg.Barbara Haag is the originator of scientifically based personal development programs that have been implemented in numerous companies. In addition to the online potential tool aHead she developed, her work on motivational theory was also included in the guidebook “Authentic Career Planning”. More information at www.kopfarbeit.org All texts by Barbara Haag.
Successful article, I really see a problem that many executives have.
Thanks for your comment.
Unfortunately, this article only conveys half the truth: Unfortunately, we live in a society that is in the process of being run down - subject to outsourcing and staff reduction. The companies live on credit and only hire employees on a temporary basis in order to reduce them again in good time because they can no longer afford the responsibility and long-term salaries resulting from pensions for older people. This is a pretty sad situation, and glossing over it by taking blame for personal failure doesn't make it any better.
Thanks for your comment, I see it a little differently, because it comes in the sum of each other. Or, as the saying goes, change yourself if you want to change the world.
Post a Comment