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Text comes from the book: “The power of hidden signals: choice of words - body language - emotions. Recognizing and overcoming non-verbal resistance ”(2014), published by Linde Verlag, reprinted with the kind permission of the publisher.

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cerwinkaDr. Gabriele Cerwinka is a partner at Schranz and Cerwinka OEG and has many years of professional experience as a board secretary. After studying vocational education and communication sciences as well as international human resource management / organizational development, she has been a freelance consultant and coach for personality development, communication and office management since 1993. She is also a specialist book author and university lecturer. All texts from Dr. Gabriele Cerwinka.

schranzGabriele Schranz is a partner in Schranz and Cerwinka OEG; Vienna - Zurich. After studying business administration in Vienna, she worked in management at the Berlitz language school in Vienna. Since 1993 she has been an independent trainer and consultant for communication, professional appearance, process optimization and personal development. She mainly oversees projects in the service, doctor and assistant areas as well as communication in hospitals. She also works as a university lecturer and has already written numerous specialist books on the subject of office management and professional communication. All texts by Gabriele Schranz.

Be a Better Boss: 7 Typical Leadership Mistakes

Whether the introduction of a positive culture of error in the Company works or not depends primarily on the Guide away. It is important to convince them of the new values ​​and norms.

choleric leadership

Measured in action

A positive culture of error creates solutions for the future. From errors will be questions, from questions will change. Static or backward-oriented thinking has no place.

The quality of the error culture in the company is measured by the actions. Only when all employees recognize that the words are actually followed by deeds will they accept the new approach of the continuous improvement processes and recognize the benefits for everyone.

The actual cause research should not last indefinitely, which leads to endless discussions about guilt, solutions, etc. If the questions of the checklist are answered, it is necessary to go to the next step:

Search for long-term solutions

The search for a lasting solution, independent of the already initiated measures. This includes adapting the existing control systems and improving the existing emergency plans. It is also important to clarify any possible consequences of labor law.

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If the teams have not yet participated in the process, or not enough, it is important to ask for suggestions from the team at the latest when it comes to future measures. Reasonable suggestions for improvement should be rewarded.

Fear of fear

At the moment, many companies and teams still have a management concept that is characterized by fear and focus on Error is shaped. Too much focus on the part of the Executive however, failure promotes their occurrence.

The Executive in such a case, drives the negative spiral further. The all-determining risk avoidance often leads to a general standstill.

Education to avoid the failure

Ditworkers are educated to fearful failures of failure, not to question the orders and instead of to take actions, rather do nothing to do nothing wrong. Similarly, the leadership does not decide not to go wrong.

If errors do occur, not only the error but also the reporting of errors is often sanctioned, in the sense of “The bearer of the bad news is beheaded!”. This leads to silence and cover-up.

Scapegoats before!

If a mistake flies up of my own, it is often said in such cases: "My biggest mistake was that I trusted this and that!"

In the case of such a management concept, those who have committed the error are always subject to sanctions. In most cases, the leadership is a violent outburst.

Typical management errors

A leader with outbursts of rage and insulting utterances is convinced that fierce words can clarify the situation and restore order.

The own anger was reduced and the employees are apparently back on the right track. At first, that seems to work too.

Why choleric does not help

Everyone collapses and fewer mistakes happen immediately afterwards. But these executives overestimate their influence on the error rate.

Even without an outburst of rage, the number of errors would have fallen after the occurrence of a coarser error, because larger errors are rare events.

Ask your leadership

The questioning of one's own style of leadership is therefore a prerequisite for a good culture of error.

Being able to deal with errors as a leader often means deliberately engaging in conflicts. Why are some executives doing so hard?

7 typical management error

  • Harmony addiction: As long as it is Team is peaceful, the manager does not have to intervene and act.
  • Conflicts of oppositeness are the result of a reluctant behavior from an early age: all unpleasantness is suppressed from conscious perception.
  • We only know the winner-loser scenario: everyone Konflikt means there are winners and losers. That is not a good basis for further successful cooperation.
  • The prevailing performance orientation in our society offers no room for mistakes and resulting conflicts.
  • Such management forces the fear of loss of control to defensive behavior.
  • So acting executives are afraid to face the often unpleasant truth. The attitude towards conflict in the team is also an important prerequisite for the successful introduction of an error culture.
  • Another motive: Fear of losing energy - "I have more important things to do!"

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One response to "be a better boss: 7 typical leadership mistakes"

  1. character Display says:

    RT @Berufebilder: Error culture in companies - Part 17: 7 typical management errors -

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