Strukturion of Future Thinking
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.
Continue reading “Management: The disadvantages of non-systemic analyses and coaching”
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.
Continue reading “Thinking small versus thinking big: A strategic guide for managers”
Positive energy in management is often seen as a key to success. It promotes motivation, creativity and commitment in the team. However, this method also has its limits. This article examines where the effectiveness of positive energy as a management tool ends and the challenges that can arise.
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Self-reflection is an important tool for personal and professional development that is particularly invaluable for managers. Despite its numerous benefits, it is neglected or even actively rejected by many managers.
Continue reading “Self-reflection: The wallflower of leadership”
The article outlines the critical differences between agile leadership, which promotes adaptability and team empowerment, and actionist leadership, characterized by hasty, uncoordinated actions lacking long-term vision, emphasizing the disadvantages of the latter for both managers and employees.
Continue reading “The fine line between agility and actionism in leadership: A detailed analysis”
Employee appraisals are an essential tool in day-to-day management, but many managers find it difficult to conduct these discussions efficiently and purposefully. This often leads to lengthy discussions that are not satisfactory for either the manager or the employee. The reasons for this are complex and lie both in the psychological dynamics of these discussions and in the structural framework conditions of the company.
Continue reading “Why managers often don’t get to the point in employee appraisals”
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”
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”
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