Strukturion of Future Thinking
Benchmarking studies of practice management show that, on average, GPs and specialists in Germany only consider half of the best practice standard in their practice management. This deficit has a considerable impact on economic efficiency because, metaphorically speaking, money is being thrown out of the window.
It is not only in the healthcare sector that managers must be prepared for employees to make mistakes However, how these mistakes are addressed can have a significant impact on the working relationship and team climate. It is crucial to formulate criticism in such a way that it is received constructively and does not impair cooperation. Here are five psychological principles and the corresponding wording alternatives that managers can use to address mistakes and maintain the quality of cooperation.
Continue reading “Effective communication of mistakes: Five wording alternatives for managers”
Managers are expected to master a variety of challenges, from managing employees to making strategic decisions and adapting to market changes. One is to find the balance between persistence and stubbornness. While perseverance is often seen as a virtue, stubbornness can lead to problems. But how can managers recognise the difference and ensure that they act persistently but not stubbornly?
Continue reading “Positioning for managers: The fine line between persistence and stubbornness”
ℹ️ Der Berufsverband der HNO-Ärzte meldet nach einem Bericht der Ärzte Zeitung von gestern über eine “desolate Personalsituation” in den Praxen.
Despite the availability of a best practice standard for practice management, benchmarking analyses show that, on average, German GPs and specialists only implement around half of this validated guideline. This discrepancy has far-reaching negative effects on the quality of patient care.
The feeling of revenge is a complex emotion that can naturally also occur among managers in a professional environment. The psychology behind these feelings is complex and can be attributed to various factors.
One of the tasks of managers is to recognise the causes of different performance levels among employees. One example is recognising whether the cause of poor performance is laziness or underchallenge.
Continue reading “Underchallenged or lazy: How managers recognise the difference”
One of the behaviours of highly successful managers is to continuously look for ways to increase their efficiency, improve their emotional intelligence and optimise their decision-making. One method that is increasingly being discussed in this context is journaling. But is it actually a serious tool for self-management, or is it an esoteric gimmick? In this article, we will examine the practice of journaling in depth to assess its potential benefits and its place in a manager’s repertoire.
Continue reading “Journaling for managers: Esoteric gimmick or serious self-management tool?”
Ambition is an often praised character trait that drives many leaders to achieve exceptional performance. However, as with many virtues, ambition can also have a dark side. Excessive ambition can harm not only the leader themselves, but also their team and the organisation as a whole. This article examines in detail when ambition becomes harmful to a leader and what measures can be taken to maintain a healthy balance.
Feedback is an essential tool in the management process. When used professionally, feedback not only serves to improve performance, but also to motivate and develop employees professionally. However, an unprofessional approach to this tool can also lead to mistakes that do more harm than good. This article outlines the five most common mistakes made by managers when giving feedback and their negative consequences.
R2049 