The company as a playing field in football? Absolutely! How himself fast shows, the authors of the following books have a lucky hand with that Choice proved by their analogy.

The company as football pitch?

The books on the subject

Tip: Our Book reviewers We regularly discuss the best books on the topic for you Business & Career, which you can also find on Amazon.

A book not just for football fans: “Spielfeld Workplace” transfers leadership to the soccer field – and does it really well!

In her book, employees become players and Executives to coaches in the popular lawn sport. Still, the reader doesn't have to be a fan to follow the examples. All football anecdotes and events are briefly explained.

The company and its structure

The book is divided into five parts, in which the organizational parts of a Company, but also of a football club are discussed. First of all, it's about the players, i.e. the individuals who make up the Organization consists.

This is where your own attitude, self-confidence and play Work-Life-Balance a role. Then it's about the team. The part dealing with “trainers” deals with the role of managers. As in the entire book, the authors succeed in keeping the professional Everyday life of the reader and to bridge the gap between theory, football and corporate reality.

Inspiration and self-tests

Managers and committed Employees will be able to take a lot from the entertainingly written book for their everyday work. This is ensured by the numerous self-tests, which not only help with your own assessment, but also that of the company.

Finally a refreshingly different management book that manages to bring the reader closer to the skills that are needed in today's world with brisk writing Working world arrives Even those who are not interested in football should read the inspirational work on the Hand to take.

Does leadership also go hand in hand?

Discounts for your success (advertising)!

More democracy and say in the company probably many employees. There are already companies in which executives can be elected and consequently be voted out. A CEO reports.

In his book, Hermann Arnold asks the legitimate question why himself Guide can not also be understood in terms of the division of labor. Because there would be no universal manager who is familiar with all topics and aspects of modern corporate management.

Shadow organizations - the powerlessness of the executives

Arnold begins by taking stock of the reality of the company. Middle management feels trapped in a layer of clay. Employees feel that their ideas and suggestions for improvement have no chance of reaching the company management. Sealed off in their own silos, they work “productively”.

Sober, yet brilliantly linguistically, Arnold argues that the organization can no longer be rigid in companies. The current technological upheavals are actively supported by the employees, which can lead to shadow organizations. The power of the executives is an illusion.

Guidance for more self-organization

The focus of the book is to provide the reader with specific instructions on how to restart the organization's operating system. With the ObjectiveTo avoid shadow organizations and break down silos.

For this purpose, Arnold has developed a step model and shows different ones Measuresto give the company more momentum again. "We are Executive”Provides good ideas and strengthens executives to give the company a sustainable organization. One of the most important management books of the year.

Blenders, chatterboxes and chaos - about the “true heroes of professional life”

For all managers who from time to time despair of the “quirks” of their employees. Because sometimes it helps to gain a little distance and to deal with the problems more relaxed. For example with the cheerful, satirical book by Wolfgang Pauls. Also very suitable as a gift.

Employee! Hand on heart: The life as a leader could be so beautiful, if only the subordinates with their quirks, quirks and nerves would not be. Would you agree with that? Then you should quickly rethink.

Annoying employees? Rethink!

Because this view is completely wrong. The opposite is true. At least that's what the psychologist and leadership trainer Wolfgang Pauls claims in his - I'll say it now so that I don't put any false tongues here - cheerfully satirical book. Motto: Humour is trump!

The Problem, according to Pauls, is not the responsibility of the employees, but of the manager. The problem here is simply the right attitude. your point of view, sorry, People, needs correction. Because those employees who you, as a manager, currently perceive as the greatest burden and troublemakers are in fact a great asset to you Team and you should be grateful to them for it, and by appropriate means Esteem and recognition to express.

Satirischer Blick auf supposedly problematic employees

In his book, Pauls characterizes the different “top performers” in our companies - in addition to the ones mentioned above, these are the lazy, the chaot, who wants to get on the lap, the lonely, the grumbler, the last minute man and the Perfectionist - and gives specific tips on how, as a supervisor, you should lead these people to your own and to the benefit of the entire team and company. And in a subtly humorous, of course, totally untrammeled way.

Don't let your employees take your nerves off your feet. Take it with humor. The wonderful and cheerful satirical book "Our dearest employees" by Wolfgang Pauls helps. Also suitable as a gift for long-suffering managers.

The team as an orchestra

As a Pro7 lucky coach, the Dutchman Richard de Hoop has become known Best of HR – Berufebilder.de® he wrote about the power of music, now his new book is out: This time it's about the top teams of the Future".

Once again Richard de Hoop plays big: As in his predecessor book "Macht Musik" he takes the again metaphor by the department/the team as an orchestra to show how it is possible to set up particularly efficient teams in the future.

The many practical examples and concrete tips make the book particularly clear and make it easier Implementation in the doctor's office!

How is the spiced team from the spatula?

The Dutchman explains how managers become conductors who create the framework for the orchestration of different skills, talents and needs create in their team.

The metaphor of the music spins like a red thread through the entire management councilor. The starting point is the roll distribution according to the model of Meredith Beblin, which compares different temperaments with musical instruments.

Drums and trumpets

The introverted bass (disciplined and practical), the enthusiastic trumpet, the profit-seeking drum or the orderly horn - they are all good as soloists, but become unbeatable in the orchestrated interaction.

De Hoop shows you how to easily classify the members of your existing team and, if necessary, certain ones Features recast to the best possible Success for everyone - including for the company.

Especially in sales teams, the composition of the team according to the de HoopPattern I wish you success. Managers who accept the advice move closer to their team, sharpen their eye for talent (good chapter in the book!) and have none Anxiety against rationalization or austerity measures.

Top performance in the sales team

On the contrary: Top teams show their full potential, especially when faced with major challenges, as the author demonstrates with many examples and case studies. “Top Teams of the Future” is a practical, light readable guide for Boy Managers mainly from the Sales-Area.

The author takes up the thoughts from “Macht Musik” and extends them with numerous case studies as well as concrete tips and instructions for implementation. In addition, de Hoop makes it clear why empathic leadership is the only right way in times of economic change.

Teamgeist yes, but please do not go to the mind

Teams can be wonderfully productive. Or it can go wrong. Because in order to lead a team well, you have to understand what is important. For example, on building a community that has common goals and common values. A simple, but all the more effective book guides you through this: “Leading teams” by Rainer Niermeyer.

Word has gotten around that good teams can do excellent work. But how to do it, to have “good” teams at the start, remains a mystery. No wonder, it is in the rarest of cases clearwhether it really is about teams - or departments or groups or simply people who work together more or less by chance in a room.

If you do not know where it goes, it does not come

That is why Rainer Niermeyer begins in his practical handbook Teamwork “Lead teams” with cleanups. And then presents the most important ones to the real team leaders in a clear and concise manner Methods and instruments. No Rocket.Science, but solid craftsmanship.

I suspect that nine out of ten employees who work in a so-called team have no idea of ​​the goals that the team is supposed to achieve. This is because the team leader usually doesn't know what his Tasks are as team leaders. The result is demotivated people who at least say goodbye internally.

Meeting jokes means alert crimson!

Teamwork in particular offers a wide range of opportunities to develop the most diverse skills and talents of the individual. For the benefit of the results, for the future viability of the company and thus for its own workplace. The book “Leading Teams” by ex-Kienbaum man Rainer Niermeyer shows how team leaders can mine these treasures.

One of the great strengths of “leading teams” is that Rainer Niermeyer takes a lot of the familiar terms to his chest. So Niermeyer does not talk about “meetings” (one of the essential communication tools of teamwork).

General meeting tips please in the garbage!

Rather, he first shows how many different types of meetings there are - each with very different purposes and goals. Is it about bringing everyone to a common level of knowledge? Or should new ideas be generated? Is it a “reportMeeting”, in which a member presents his results? Is it about the regular exchange of information? Or to solve problems?

Just a few Ask and it already shows that general advice à la "a meeting should not last longer than x minutes" is for the bin. Whether a meeting lasts 30 minutes or three days depends solely on what you want to come out of it at the end. Is that clear to everyone in your company? (Simple test: are meeting jokes going around?).

The main thing is well structured!

Preparing meetings properly, moderating them (doesn't always have to be the team leader) and following up is one of eleven very well-structured chapters. The others show the same consistency Art the team target agreement, the even higher art, conflicts in the team constructive to solve and familiarize with all important phases and elements of teamwork (about team composition, team development and of course about the role of the team leader).

The two or three hours of reading Leading Teams will pay off at high interest for team leaders - even if they just carry a few of the methods over to their day-to-day work. Also because you will find a lot of checklists in the book with which you can get started immediately.”


Top books on the subject

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