Strukturion of Future Thinking
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”
Meetings are a central part of organisational management and serve as a platform for decision-making, collaboration and strategic planning. For leaders, conducting high quality meetings is critical to ensuring effective communication, engagement and productivity. The Self-Reflection Navigator on Meeting Quality provides a comprehensive guide to self-reflection, structured around the key aspects of meeting effectiveness. By addressing these areas, leaders can identify strengths, uncover areas for improvement and implement strategies to optimise their meeting practices.
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When reviewing the results from cross-sectional analyses of our studies as part of practice management benchmarking, I repeatedly notice outstanding individual aspects that are already symptomatic in the individual analyses, but whose implications for the healthcare system only really become clear in their aggregated totality. An example of this is the best practice implementation, or rather: non-implementation (“LeadNeglection”) in the practice management action area “Employee management”.
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”
R2049 