If the team is not running: Intermediate or controlled?


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Tobias Schmidt is 26 years old and since 3 months team leader in a well-known technology company. In theory, he already knows how to perform. And how does it look in practice? If the team is not running: Intermediate or controlled? team


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Henryk Lüderitz luederitzHenryk Lüderitz was among other young leaders at Vodafone and is now independent coach.

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When the puppy protection is over

Mr. Schmidt he became the Executive after successfully completing several international projects. In seminars, he has already learned in advance how personnel management works in theory - defining goals, delegating tasks and motivating employees.

Now the puppy protection is gradually over and delivering results is becoming more important. However, time pressure, high expectation of one's own supervisor and problems in the projects of the employees cause that he often interferes in the projects with the sentence "Let me do it, I see, that will not happen!".

Please do not hire employees!

If Mr. Schmidt snatches the task from his coworker, the problem is solved faster, but the employee feels incompetent and loses his motivation to find his own solutions.

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In addition, there is a great danger that he will educate employees in this way - after all, as a manager, he can not always tackle everything. An incapacitation can therefore - in the sense of both parties - be no solution.

Questions to be asked

In order for executives to behave in an appreciative and professional manner (and not to put the work of their employees on their own desks), they can ask themselves the following questions:

  1. Assess situation - urgency: Is eg an important deadline imminent? have previous attempts to solve failed? Or is it a task that can be solved through creativity and innovation, where failure can be tolerated?
  2. Appraising the employee - what skills does he possess? Will he handle this problem on his own? What does he need: time, impulses or concrete help, because he is already at the performance limit?

The employee must keep the responsibility

If a situation is so serious that intervention is unavoidable, it is advisable to leave the employee the responsibility and to ask what he expects from the management to still be able to solve the task independently.

After all, he has been dealing with the problem for a long time and can better assess both the situation and the measures necessary for the solution than an outsider.

"You are the expert"

The message is: "You are the expert - and you remain responsible. I only offer you support. "

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If neither the situation nor the competence of the employees require intervention, it is important to remain cool and to trust one's own judgment. After that, it is advisable to keep an eye on the situation in order to be able to react to unexpected changes.


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