Leadership: The Open-Door Dilemma

What it’s about

The role of leaders is to motivate, support, and guide their employees to achieve organisational goals together. A widespread and well-intentioned practice among many managers is to offer employees the opportunity to approach them at any time with problems. This approach seems friendly and accessible at first glance, but in everyday work life, it causes more harm than good. This article will explain the reasons for this in detail and present alternative strategies that are more effective.

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Task-Boomeranging: A challenge for modern management

What it’s all about

Task re-delegation is a phenomenon that can be observed in many organisations and has significant negative potential to impact efficiency and productivity. This article defines the term redelegation, discusses the resulting disadvantages for managers and the impact on task completion and productivity. Finally, strategies are presented on how managers can prevent the re-delegation of tasks.

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The balance between closeness and distance: How private should a manager be with their employees?

What it’s all about

The question of the right level of privacy in the relationship between managers and their employees is one of the central challenges of modern management. In times when work cultures are increasingly collaborative and less hierarchical, it is important for managers to find a balance between closeness and professional distance. This article looks at how private a manager should be to promote an effective and respectful working environment and defines clear boundaries between personal and professional.

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TeamPeek: The problems of superficial team assessment by managers

What it’s all about

Teamwork is a key success factor in any business activity. However, when managers only superficially assess (“TeamPeek”) whether their employees are working together as a real team without closer scrutiny, numerous problems automatically arise. Here are the main ones:

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Management: The disadvantages of non-systemic analyses and coaching

What it’s all about

Analyses and coaching are important tools for improving the efficiency and effectiveness of people and organisations. However, if these measures are not systemic in nature, they can have considerable disadvantages. This article highlights the negative effects of such approaches on an individual and organisational level.

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Self-reflection navigator for managers on the quality of meetings

What it’s all about

Meetings are a central part of organisational management and serve as a platform for decision-making, collaboration and strategic planning. For leaders, conducting high quality meetings is critical to ensuring effective communication, engagement and productivity. The Self-Reflection Navigator on Meeting Quality provides a comprehensive guide to self-reflection, structured around the key aspects of meeting effectiveness. By addressing these areas, leaders can identify strengths, uncover areas for improvement and implement strategies to optimise their meeting practices.

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LeadNeglection: If there was something similar to a driving licence for employee management, most doctors wouldn’t pass the test

What it’s all about

When reviewing the results from cross-sectional analyses of our studies as part of practice management benchmarking, I repeatedly notice outstanding individual aspects that are already symptomatic in the individual analyses, but whose implications for the healthcare system only really become clear in their aggregated totality. An example of this is the best practice implementation, or rather: non-implementation (“LeadNeglection”) in the practice management action area “Employee management”.

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Survey of patient satisfaction in German medical practices: Two thirds of the results are useless

What it’s all about

Due to an incorrect methodology, the “classic” patient survey used in most German medical practices is unable to provide GPs and specialists with realistic insights into the satisfaction of their practice visitors. As a consequence, this leads to necessary change measures not being discovered at all.

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Thinking small versus thinking big: A strategic guide for managers

What it’s all about

In management, success is also determined by the way managers think. Two terms that play a central role in this context are “thinking small” and “thinking big”. These concepts influence not only the strategic direction of an organisation, but also the way in which potential can be activated within a team. This article defines these terms, discusses the risks of thinking small and presents practical approaches for leaders to encourage a more generous and forward-thinking mindset.

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Are medical assistants modern galley slaves?

What it’s all about

In some german GP and specialist practices, conditions are reminiscent of the dark ages when galley slaves had to toil in undignified conditions. This metaphor illustrates the unfortunately frightening reality to which some staff are exposed according to the results of employee surveys carried out as part of practice management company comparisons. Here is a detailed insight into the factors that individually or in combination characterise the miserable working conditions faced by some medical assistants.

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