Strukturion of Future Thinking
The term “devil in disguise” is often applied to people who appear outwardly cooperative and friendly, but who actually display behaviour that can have a negative impact on the team or organisation.
Continue reading “Devils in disguise: Recognising and dealing with destructive team members”
The ability to focus has become an invaluable asset for leaders considering the demands of the job. Focus is more than just a technique; it is a strategic direction that has profound implications for the efficiency, productivity and well-being of both the leader and their team. The benefits of focus are explained in detail below.
Continue reading “The benefits of focus for leaders: An in-depth look”
As a manager, you are constantly confronted with complex decisions. You have to assess and react to dynamic situations, relationships with employees and the company environment. Shifting perspective is a crucial tool that enables you to make informed decisions.
Continue reading “Why a change of perspective is essential for managers”
The manager of the future faces the challenge of acting both tactically skilfully and fairly. While covert tactical behaviour may be necessary in certain situations, fairness towards employees is essential to promote trust, motivation and a positive corporate culture. This article explores the different aspects of these two seemingly contradictory leadership approaches and discusses how leaders can strike a balance between them.
Managers are always well advised to have a brief discussion with their artificial intelligence before calling a meeting with employees to clarify two fundamental questions:
Continue reading “KI in everyday management: Meeting preparation”
Self-reflection is an important tool for personal and professional development that can be invaluable, especially for managers. Despite its numerous benefits, however, many managers neglect or even actively reject it. Below, we explore the most common reasons for rejection of self-reflection, followed by a detailed account of the benefits and value that self-reflective leaders can bring to both themselves and their teams.
Continue reading “Self-reflection in leadership: Reasons for rejection and untapped potential”
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.
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.
Continue reading “Task-Boomeranging: A challenge for modern management”
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.
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:
Continue reading “TeamPeek: The problems of superficial team assessment by managers”
R2049 