How to overcome the dark side of routines

What it’s all about

Routines are the backbone of efficient teams. They provide a structure that enables recurring tasks to be completed with less cognitive effort and create space for creativity and innovation when faced with more complex challenges. But as useful as routines may be, they harbour the danger of drifting into a sphere of mediocrity, where habit replaces innovation and excellence. This article presents strategies that managers can use to utilise the benefits of routines without their team falling into the trap of mediocrity.

Continue reading “How to overcome the dark side of routines” →

The fallacy of irreplaceability: A critical look at popular management practices

What it’s all about

The phrase “What would we do without you?” is a widespread and popular tool for motivating employees. This praise is intended to give them the feeling that they play an essential role in the company. However, a closer look at management practice reveals a different reality, and the seemingly flattering statement turns out to be largely insubstantial and misleading.

Continue reading “The fallacy of irreplaceability: A critical look at popular management practices” →

The challenges and realities of the pharmaceutical sales force in Germany

What it’s all about

For decades, the pharmaceutical sales force has been a firmly established institution in the German healthcare system, despite ongoing discussions about its relevance. Advocates emphasise that many doctors appreciate the personal exchange and that complex medications often require a direct explanation. Nevertheless, deeper structural motives, linked less to efficiency than to internal power structures and fears, appear to play a major role in maintaining this practice.

Continue reading “The challenges and realities of the pharmaceutical sales force in Germany” →

The consequences of a lack of willingness to take criticism in management positions

What it’s all about

In today’s fast-paced and interconnected business world, it is essential for managers to reflect on themselves and be open to feedback. Leaders who are not open to criticism expose themselves to numerous negative consequences that can affect both the effectiveness of the team and the working atmosphere. This article highlights the specific disadvantages that arise when managers avoid feedback and critical feedback.

Continue reading “The consequences of a lack of willingness to take criticism in management positions” →

The importance of silence for managers

What it’s all about

In today’s fast-paced and noisy business world, the power of silence is often underestimated. For managers, however, the conscious use of silence can be a crucial tool for leading more effectively, strengthening their own resilience and creating a creative and productive working environment. This article highlights the importance of silence for managers and provides practical tips on how to make the most of it.

Continue reading “The importance of silence for managers” →

Managementography – The paradox of leadership: balancing act between fairness and rigour

What it’s all about

A team leader’s success depends largely on how well he or she masters the art of balancing fairness and rigour – a balancing act that often resembles dancing on a tightrope. The image shown here of graffiti with the word “Fair” could serve as a metaphor for the subtle and often undervalued role of fairness in leadership. It represents the ideal of equal treatment, where every team member is treated equally and fairly and individual contributions are recognised and valued.

Continue reading “Managementography – The paradox of leadership: balancing act between fairness and rigour” →

Professionelle Bildung von Prioritäten: Ein SkillScan für Führungskräfte

Worum es geht

Im Management sind Entscheidungskraft und die Fähigkeit, Prioritäten zu setzen, entscheidende Faktoren für den Erfolg. Professionelle Prioritäten-Bildung ermöglicht es Führungskräften, nicht nur ihre Zeit und Ressourcen optimal zu nutzen, sondern auch ihr Team auf gemeinsame Ziele auszurichten. Doch wie kann man als Führungskraft sicherstellen, dass man Prioritäten professionell setzt?

Continue reading “Professionelle Bildung von Prioritäten: Ein SkillScan für Führungskräfte” →

The couch potato syndrome: Why managers remain in their comfort zone

What it’s all about

In management, the ability to adapt and innovate is crucial for long-term success. Despite this, many managers find themselves in a so-called comfort zone where change and risk are avoided. This phenomenon can have a serious impact on a company’s competitiveness and innovative strength. This article examines the psychological, organisational and strategic reasons why managers remain in their comfort zone.

Continue reading “The couch potato syndrome: Why managers remain in their comfort zone” →

Annotated To-Do List for Team Leaders: Turning Vision into Reality

What it’s all about

In today’s rapidly changing business environment, effective leadership is more crucial than ever. Team leaders are tasked not only with managing day-to-day operations but also with guiding their teams towards achieving a unified vision. The journey from conceptualizing a vision to making it a tangible reality is fraught with challenges and requires a meticulously planned approach.

Continue reading “Annotated To-Do List for Team Leaders: Turning Vision into Reality” →

There is no use pretending: The importance of authentic leadership

What it’s all about

In today’s business world, characterised by rapid change and complex challenges, the topic of authentic leadership is more than ever at the centre of discussions about effective management. Authenticity as a leader means acting in accordance with your own values, beliefs and principles and communicating these openly. This article highlights why it makes no sense for managers to pretend and emphasises the benefits of authentic leadership for managers themselves, their employees and their superiors.

Continue reading “There is no use pretending: The importance of authentic leadership” →