[Live] Top-Management Consultant Assig + Echter about erroneous human resources and the innovation location Germany



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We are moved by the idea to make the world of work more human - without constant pressure for efficiency, stress and fear. As Publisher Best of HR - Berufebilder.de® with podcast, eLearning-on-demand offers and news service we share 15 years of experience with our customers (Samsung, Otto, state institutions). By the Top20 female blogger and consultant Simone Janson, referenced in ARD, ZEIT, Wikipedia .
Disclosure & Image Rights: Assig + Echter have supported us financially.Pictures from our interview partner, also from Magdalena Jooss Photography.

[Live] Top-Management Consultant Assig + Echter about erroneous human resources and the innovation location Germany [Live] Top-Management Consultant Assig + Echter about erroneous human resources and the innovation location Germany Dorothea Assig and Dorothee Echter act as Assig + Real Top Management Ambition to advise top international managers. The interview is about what goes wrong in human resources development and how it affects German innovation capacity.

Dorothea Assig, Expert for Outstanding Careers and Dorothee Echter, Topmanagement.Wissen.weltweit, have been specializing for over two decades in advising top management worldwide. They lead outstanding management personalities with their organizations and Company to sustainable reputation. With their ambition management theory they make sure that the top management offers direct and effective orientation and initiates successes.


Here writes for you: Simone Janson is a publisher, German Top20 blogger and HR communication consultant. Profile

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There is currently a lot of discussion in the Human Resources industry about the methods to find suitable applicants for management positions: How concretely can the Ambition Management method help them here? How should an interview work?

Overview

With Ambition Management, the interview questions do not aim at past performance or competencies, but at what drives and motivates the candidates in their innermost being. „What is your favourite task? When do you experience flow? What do others always entrust you with? How does the mood change the moment you join a project group? What do you think was your greatest success?“ Because as they are driven themselves, they will drive the company.

The individual ambition has to fit to the topic, which is to be solved in exactly this task, with exactly this team right now. That's more important than anything else. In the past, more attention was paid to hiring the "somehow" or "generally" best, compiling general skill criteria, and then testing and eating hell out of it. And later, candidates should be shaped to fit specific tasks. That did not work.

Companies love KPIs and performance measurement, but you repeatedly criticise the fact that many companies are just sticking to figures and comparisons. What do you suggest as an alternative?

Overview

Ambition management means letting your own intrinsic motivation work instead of striving to fulfil given criteria. This is what all companies want - self-motivation, self-initiative. Research has shown that even the slightest extrinsic motivation (e.g. key figures that can be achieved and subsequent rewards) weakens intrinsic motivation.

The alternative is for leaders to recognize and express their own ambitions. Instead of "I have to make 15% more contribution to the product line," it says, "I want us to sell only highly profitable products, that's what I stand for." These are two completely different styles and emotional worlds. With Ambition Management the possible is achieved and exceeded. Targets only provide pressure, not the highest possible performance.

Now there are many people who only want to orient themselves on the basis of numbers and facts ...

Overview

These people have this very special natural talent for numbers and logic, which is not identical with leadership or entrepreneurial talent! They should work in IT or controlling functions or in companies that provide statistics or big data. They are also not suitable for management tasks in human resources or recruiting.

Recently, the recruiting scene has been increasingly criticizing esoteric selection methods - such as physiognomy, voice recognition software or profiling. What is behind your Ambition Management method?

Overview

This is where all the despair and confusion of Human Resources comes to the fore. To be on the safe side, many people do crazy things and clutch at any straw. We would expect a recruitment expert to trust her or his own intuition more than these questionable methods.

Your book also deals with the special abilities of highfliers and their difficulties in many companies. What needs to change for companies to make better use of the skills of highly gifted personalities?

Overview

That is such an important question. Any highly gifted person must recognize, appreciate, correctly classify and express the own talents, preferably with the help of experts. They must understand that they are special and that not all people understand and judge as quickly as they do – an insight that has serious consequences for social interactions.

The company must recognise who is a highflier and assign the right tasks to them. It is self evident, that they must never be insufficiently challenged. The right task is much easier to find with Ambition Management, because processes are more individualized, oriented towards the identification of the greatness of individuals.

You are international top management advisors: What distinguishes the German leadership culture from the one in other countries?

Overview

The international management culture is becoming more and more similar due to the globalization of corporate activities and the new communication technologies. When people from many countries communicate via video-conferencing rather than in personal meetings, or when managers are in 10 countries in 14 days, they need new codes that everyone instantly recognizes as belonging, friendly, affirmative, and so on. These codes make international trust and international cooperation possible. We have identified and taught them since 20 years, they fall into the categories of gratitude, appreciation, generosity and simplicity ...

In Germany, one thing is different: there are traditionally more "open words", "honest feedback", more criticism. Only a German top manager wonders if his praise is not understood as a "slicing in". The art of engineering lived from criticizing the inadequate for a century, and the best engineer became board. Today, no executive board is successful internationally that does not know how to make relationships grateful and appreciative.

What does this say about the innovative capacity of Germany as a business location?

Overview

In Germany, miracles happen when it comes to innovations. They are often not so spectacular, but are characterized by substantial structure. Companies could trust much more the innovation capability of their leaders - and let them do it. That's why our new book is titled "Freedom for Managers." Let them free themselves to rise to prominence, and the innovations will follow the lead.

Have you noticed a change in leadership culture in recent years, for example due to digitalization?

Overview

O yes. The most important may be that personal encounters are gaining enormously in importance. Among the many audio, video and internet communications, a face-to-face conversation, a joint visit to a museum, a breakfast with business friends stand out and remain unforgettble. Because these meetings build trust, credibility and personal reputation. In the end, such personal closeness is decisive for great careers.

This is why each manager should create what we call an „influence-community“ of personalities in her or his own field, outside the company. Each leader must build her or his own influence-community, an open circle of influential, likeable and congenial personalities. They start with XNUMX, XNUMX ex-colleagues or alumni of a business school who meet on a regular basis. The own influence-community must be constantly re-inspired by personal meetings. Building an influence-community is an essential ingredient of great careers. When a new board member is wanted, when a great new order is to be placed, when a recommendation is needed, the influence-community cares. In top management, personal closeness is the key. The personally written season`s greetings card stands out. It will definitively be noticed and appreciated. It will help shaping your reputation.

[Live] Top-Management Consultant Assig + Echter about Errors in Human Resources and the Innovation-Location Germany C: UsersAssigDocumentsLinkedin ICONSAmbition Management Bild.png


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