Strukturion of Future Thinking
One of the tasks of managers is to recognise the causes of different performance levels among employees. One example is recognising whether the cause of poor performance is laziness or underchallenge.
Continue reading “Underchallenged or lazy: How managers recognise the difference”
Self-management is a crucial skill for managers. This competence includes the ability to reflect on oneself, to organise, to set goals and to pursue them efficiently. However, this can also lead to misjudgements. One example is the confusion between discipline and rigour. Although they are often used interchangeably, there are key differences between them that can have a significant impact on leadership quality.
Continue reading “Leadership Doppelgangers: Discipline versus rigidity”
Harmony in teams is a key feature of successful collaboration. It promotes mutual respect, motivation and facilitates communication. These positive characteristics lead to a working environment in which creativity and productivity can flourish. But there is also a flip side to this coin: too much harmony can have a toxic effect and hinder the team’s development. Below we look at when harmony becomes harmful, how to recognise it and what negative consequences it can have for a team.
In modern management, involving team members in decision-making processes is often seen as key to increasing motivation, commitment and ultimately the performance of the entire team. But the question of up to what point a manager should involve their team members in decisions and at what point they should make the decisions themselves is complex and depends on various factors. This article details how leaders can find and maintain this balance.
Continue reading “Involving team members in decisions: A guide for managers”
Efficient team management requires not only the ability to delegate tasks and set goals, but also a keen sense of the workload levels of team members. Overload can have a significant impact on the productivity and well-being of staff. Managers must be able to recognise signs of excessive demands at an early stage in order to take timely countermeasures. The most important characteristics and behaviours that indicate that a team is overloaded by the tasks to be completed or the required work performance are described below.
Leaders are not only responsible for their own decisions, but also for the well-being and performance of their team. A crucial factor for successful leadership is the ability to self-criticise and take responsibility. When managers lack these skills and instead project blame and error onto others, it has a serious negative impact on team dynamics and overall organisational performance. This article explains the psychological principles behind blame and fault projection and the mechanisms that lead to poor leadership performance in this behaviour.
Finding the perfect business coach for your team can be a challenging task. However, a good coach can make the difference between average and outstanding team performance. That’s why it’s crucial to approach this process carefully and methodically. In this article, we explain in detail how you as a leader can find the perfect business coach for your team. We look at the necessary groundwork, preliminary considerations and the relevant criteria to take into account when making this decision.
Continue reading “Finding the right business coach for your team: A comprehensive guide for leaders”
Der Begriff “TeamFiction” bezeichnet eine verbreitete Fehleinschätzung unter Praxisinhabern bezüglich der tatsächlichen Qualität und Effektivität der Zusammenarbeit des Personals. Viele nehmen an, dass ihre Mitarbeiter als kohäsives Team agieren, während in Wirklichkeit oft nur lose Gruppen ohne tiefe Kooperation oder gemeinsame Zielsetzung existieren. Dieses Missverständnis hat signifikante negative Konsequenzen für das Praxismanagement und den Praxiserfolg.
Continue reading “TeamFiction: Die Realität des Praxismanagements”
Regular self-reflection is an important tool for personal and professional development, which is of course also invaluable for team leaders.
Continue reading “The importance of self-reflection for team leaders and their teams”
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”
R2049 