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Mario NeumannMario Neumann worked for Hewlett Packard for 15 years and today advises companies such as SAP and Microsoft. Mario Neumann has worked for a global IT group for many years as an expert in project management. As an author, he wrote “Projektafari. The handbook for sovereign project management "written a standard work on the subject of projects. His latest book" Adventure Leadership. The Survival Guide for the First Management Job “is aimed at young managers. It deals with the dangers that threaten adventure management in the first few months and how to counter them successfully. With his Talent Academy, Mario Neumann won the German Advanced Training and Innovation Award and twice the International German Training Award in bronze. All texts by Mario Neumann.

Career in Management - 10 Leadership: Can I (already) boss?

Sometimes it comes faster than imagined, the chance for the first leadership job. But many a candidate would do well not to have thought without thinking. For those who have not yet done so far and fail, are more likely to harm their careers than to give them impetus.

Management careers - leadership or not

Caution: treacherous guide

Of course, the new challenge lures. Last but not least, there are greater opportunities for design, exciting new areas of responsibility and, not to forget, a higher salary. Nevertheless, the guide patch is treacherous and who slips, takes a long time to get back on its feet.

Young management talents in particular should be honest with themselves: “Am I really ready? In addition to professional skills, I also have social skills, my own Team . Do I have natural authority and do I have the balancing act between empathy and consistency with which I can lead my employees successfully?

Can you learn to be a boss?

Anyone who embarks on the adventure of leadership should be sure that they can trust themselves and really want to. Because anyone who learns in the assessment center that they are too soft towards unreliable employees or that they have too little sensitivity for the people under their leadership will fail - even if all other tasks have been successfully completed. Who, on the other hand, rises without a selection process and is decisive Error makes it difficult to get rid of the reputation of the failed.

Can you really learn to be a boss? Yes, but not by the way. Representative studies and practical experience prove this. For almost 90% of all unsuccessful managers, the professional requirements do not pose insurmountable hurdles. Rather, it is the social skills that make them fail. According to worldwide research, success depends on one Executive only 50% from the professional competence. Social skills are responsible for the second half of their success or failure.

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Social competency is indispensable

How to gain employee appreciation, conflicts successfully solves, recognition and Criticism Confidently delivering to women and men and packing unpleasant news properly - this and many other leadership skills cannot be learned in the classroom.

In order to become an effective leadership personality, there is only one way: to develop personally and to grow on the challenges. After all, certain strengths are indispensable not only professionally, but also socially.

10 necessary leadership

  1. Presence: Can you get involved in the leadership job with conviction? Are you an open person and like being approachable? Can you actively listen?
  2. Openness: Do you appreciate hearing all the relevant opinions of others and evaluating their opinions before making a judgment or making a decision?
  3. Integrity: Are you behind your words? Are you able to represent your attitudes internally in the team, but also to the outside of colleagues and superiors?
  4. Readiness for conflict: Do you remain firm under difficult conditions to convince yourself of your opinion?
  5. Conflict resolution skills: Realize Objective- and values ​​that lead to conflicts? Are you able to cope with these conflicts and come to constructive solutions in employee appraisals?
  6. Knowledge of human nature: Do you have a confident look for your employees and colleagues to quickly assess them and identify their respective strengths and weaknesses?
  7. Empathy: Do you already have the necessary empathy to properly understand your team and convince them of something?
  8. Fault tolerance: Are you addressing a problem when there are errors in the process? Do you also stand behind your team when it comes to mistakes and do not let anyone fall over prematurely?
  9. Loyalty: Are you committed to unconditional integrity and are always fair to your employees and colleagues?
  10. Team Competence: Are you able to actively control interactions and group dynamics processes within your team and to work efficiently with and with teams?

Please be honest!

Of course one would like to affirm all this, but in reality you should be absolutely honest with yourself. Sometimes it can be smarter to wait a few months with the ascent to gain some experience. Because whoever stumbles in the lead before he can run properly must know that the collective memory of employees, colleagues and supervisors is extremely pronounced.

Already in the first few hours as Manager can decide whether or not you appear sympathetic and socially competent to your team. Who as Executive is able to respond to other people in order to work constructively with them remains able to act even in difficult situations. If this ability is not yet developed, conflicts and poor results in the team are the result - a tough school that makes leadership less fun and can impair your career.

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