The maturity of an organization and the relationship towards managers can be analyzed well by how problems are dealt with. This quickly shows how open the culture of collaboration is and how mature the employees are.
I admit I’m the first one to challenge a rule. However, it’s not about a reflexive anarchic rebellion. I always challenge the sense of a rule. Rules are important – they organize our interpersonal coexistence and kick our own butts. But what is behind it?
Anarchy doesn’t work. Sooner rather than later we step on each other’s toes and physical and mental injuries occur. The freedom of the individual ends where it touches the freedom of the neighbor.
When you deal with change management, you quickly reach the valley of tears. It describes the development of energy in change processes over time. This can be the separation from the partner, the loss of a close relative or also a reorganization in the company.
You can’t motivate your employees. You can only try not to frustrate motivated people.
You have to let this insight settle a bit. Don’t you see it as one of the duties of a leader to motivate employees pushing them to do their best? What about all the motivation trainers who have propagated a joyful “Chakka!” as a battle cry? What about all the group dynamics that arose while running over glowing coals? Continue reading “You can’t motivate”
Already back in 1809 the German mathematician Carl Friedrich Gauss defined an equation, which is an essential basis for stochastics. What does this have to do with leadership? Well, a lot in working with people is about distributions: Talent, intelligence, performance, willingness to change. It’s good to understand the mechanics behind it.