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”
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.
Continue reading “Self-reflection navigator for managers on the quality of meetings”
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”
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”
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