Strukturion of Future Thinking
This article emphasizes the importance for leaders to project self-confidence without crossing into arrogance, providing a checklist to reflect on their behavior.
Continue reading “Self-confidence versus arrogance: The tightrope walk of successful managers”
Teamwork is often seen as the key to success. Companies invest heavily in team-building, collaboration tools, and leadership programmes to promote effective cooperation. However, despite these efforts, many teams are a fiction rather than a reality.
Continue reading “Teamfiction as an Efficiency Killer in Companies: An In-depth Look”
The article discusses how internal inefficiencies, such as unnecessary mobile phone use during work and poor organizational practices, lead to significant time loss in medical practices, far outweighing the time spent on digitization and bureaucratic tasks.
Continue reading “German healthcare system: Practice teams are stealing their own time”
Managers are often faced with the major challenge of not only having to make the right decisions, but also having to implement them or have them implemented effectively. However, the reality is often different: either the right decisions are implemented incorrectly or the wrong decisions are realised efficiently. The reasons for this are manifold and deeply rooted in the structure and culture of organisations.
Continue reading “Right or wrong: Challenges for managers in decision-making and implementation”
Managers play a decisive role in shaping the work culture and performance of organisations. It is their job to inspire teams, manage goals and drive the success of the organisation. However, managers often find themselves in the role of the driven instead of the driver. In this article, we will discuss in detail the many causes and reasons for this dynamic.
Continue reading “Managers: Driven instead of driving – An in-depth analysis”
In an era defined by rapid technological advances and digital transformation, the value of soft skills is often underestimated. These skills, encompassing human interactions, emotional intelligence, and creative thinking, are crucial for the success of any organization undergoing digital change. Without these soft skills, there’s a risk that digital transformation turns into digital deformation, where technology fails to be effectively utilized to meet human needs and enrich corporate culture. Here are the reasons why soft skills are essential for leaders in digital transformation.
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Digitalisation in the German healthcare system offers considerable potential for increasing the efficiency and quality of patient care. Nevertheless, the transformation is only progressing slowly, especially in medical practices. This is why there is an intensive debate on how the benefits of digital solutions for outpatient care can be quickly and systematically realised by GPs and specialists. The central starting point here is to overcome the scepticism and reluctance of practice owners by providing targeted information and concrete use cases. However, this attitude is only the tip of the iceberg. However, two fundamental problems remain largely unnoticed, which are an extreme obstacle to effective digitalisation: inadequate organisational and organisational structures and a lack of entrepreneurial skills and knowledge among doctors.
Continue reading “The underestimated barriers to digitalisation in German medical practices”
The results from the employee surveys of our practice management comparisons show that around 25% of German GP and specialist practices have a system that is reminiscent of the medieval pillory: practice owners publicly reprimand their employees in front of colleagues and patients when they make mistakes. The reasons for such open criticism may be factually justified, but the procedure is completely unsuitable as a disciplinary measure.
Continue reading “Outpatient medicine in Germany: The medieval pillory in modern medical practices”
For you as a team leader, it is essential to establish and maintain efficient communication within the team. This requires not only the selection of suitable communication tools, but also the understanding and implementation of strategies that improve the flow of information and team dynamics. This checklist from the LEMA programme (Learning Meets Analysis) will help you as a team leader to communicate effectively and efficiently with your team.
Managers and leaders are constantly faced with the challenge of mastering the balancing act between implementing innovative strategies and the risk of jeopardising existing success through overly risky decisions. This balancing act requires a balanced mixture of visionary thinking, careful planning and risk management. How can a balance be struck and boundaries set to distinguish fruitful innovation from potential recklessness?
Continue reading “The balancing act between innovation and recklessness in management”
R2049 