Tag: Teamwork

A bad decision is better than no decision at all – A myth in management?

What it’s about

The frequently heard leitmotif “A bad decision is better than no decision at all” suggests that inability to act or procrastination are more harmful than a suboptimal decision. This philosophy is based on the idea that action, even if it is not perfect, always brings progress and can provide valuable insights. But is this maxim really tenable? In practice, the consequences of bad decisions are often more serious than the deliberation and hesitation. This article examines the veracity of this statement in the context of modern management practices and sheds light on when procrastination might be the better path.

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Employee communication: Circular questions in leadership management

What it’s about

Circular questions are a special form of questioning technique that was originally developed in systemic therapy and is now also used in leadership management. Unlike direct questions, which are often aimed at a specific answer, circular questions aim to shed light on relationships, interactions and perceptions within a team or organisation.

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Teamwork: Why mental health is so important

What it’s all about

Team mental health is a broad term that describes the mental and emotional state of the members of a team. It refers to overall well-being, the ability to manage stress, work effectively and maintain productive, positive relationships in the workplace. The mental health of a team influences both the individual wellbeing of team members and the overall performance and working atmosphere within the group.

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The negative consequences of a manager’s inability to prioritise for the team and teamwork

What it’s all about

In management, a priority is the categorisation of tasks, projects or goals according to their importance and urgency in order to use resources and time efficiently and achieve strategic company goals. Prioritisation helps managers to focus on the key activities that make the greatest contribution to the success of the company. The ability to prioritise is therefore a key skill for every manager. If this ability is lacking, it has far-reaching negative consequences for the entire team and teamwork. These effects are not only felt on an individual level, but also influence the overall dynamics and productivity of the team.

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Strategic thinking: The key to professional and sustainable leadership

What it’s all about

Strategic thinking is a skill that goes far beyond day-to-day decision-making. It is the ability to define long-term goals and develop a path to achieve those goals by considering current trends, future challenges and potential opportunities. In management, strategic thinking means that leaders are able to anticipate the future of their organisation, develop plans and shape those plans to be flexible enough to respond to changes in the environment. Unfortunately, many leaders lack this essential skill, which can have significant detrimental effects on their teams and their area of responsibility.

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The art of efficient instructions: 4 communication tips for managers

What it’s all about

Managers face the daily challenge of giving their employees clear, precise, understandable and motivating instructions. This is not only crucial for the efficiency and productivity of the team, but also for the satisfaction and commitment of employees. In this article, we explain how managers can formulate effective instructions that achieve these goals.

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Management training: The eternal cycle of repeating mistakes

What it’s all about

For decades, countless specialist books, seminars, workshops and coaching sessions have provided managers with the tools and assistance they need to lead their teams optimally, organise work structures and processes efficiently and manage their time and themselves better. Nevertheless, it is striking that the same mistakes occur again and again in management practice. Why is that? This discrepancy between theory and practice is a complex phenomenon that requires deeper insights into human behaviour, organisational structures and cultural dynamics. This article explores the main reasons for this recurring pattern.

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Early indicators of impending team conflicts: A guide for managers

What it’s all about

Teams are at the heart of productive companies. Cohesion and efficient cooperation within this form of collaboration is crucial for success. Managers are therefore faced with the challenge of not only adequately managing the performance of their teams, but also recognising and resolving potential conflicts at an early stage. Early indicators play a central role here. These indicators, which are often subtle and difficult to recognise, can give managers valuable clues that a conflict could seriously jeopardise the team structure.

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Positioning for managers: The fine line between persistence and stubbornness

What it’s all about

Managers are expected to master a variety of challenges, from managing employees to making strategic decisions and adapting to market changes. One is to find the balance between persistence and stubbornness. While perseverance is often seen as a virtue, stubbornness can lead to problems. But how can managers recognise the difference and ensure that they act persistently but not stubbornly?

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