Increasing efficiency and productivity: We understand what we want to understand
Recently, I received the request of an agency to book me for a project of the Federal Ministry of Education and Research. I should give as soon as possible a calculation. Now I was in the final stages of my book and had, all, just no time.
So I quickly understood what I wanted to understand: sometime next week or so. As it turned out later on inquiry, was called "timely" in this case: immediately and immediately! Apparently, the employee of the agency but wanted to be polite and had therefore not clearly communicated his wishes. And so we had happily communicated to each other over. It would have been better to put the cards on the table right away: That would have saved time and increased efficiency and productivity.
He who does not say what he means is himself to blame!
A good example of unsuccessful communication, which occurs again and again in the daily work routine - between customer and contractor, between colleagues and between bosses and employees. In fact, not a few people have problems with clearly expressing what they really want.
There are some reasons for this: for example, personal insecurity that actually occurs among bosses. And - often resulting from uncertainty - the desire to be liked by its employees. Therefore, not a few then drive a cuddly course that makes the communication partners happy at the moment, but in the long term for the work organization and productivity is anything but helpful.
The right management style: just do not cuddle!
The management trainer and Best of HR – Berufebilder.de®-Author Roland Jäger In his bestseller "Uncuddled: Inconvenient Truths for the Boss - Employee Management on the Test Bench" dealt with cuddly bosses and their quirks, for example. He comes to the conclusion that bosses who want to make their employees as nice and pleasant as possible and forget to say what is really going on are simply out of place as a boss.
The clear reason for this: you are simply acting against the well-being of the company. This was the attitude Jäger had when he appeared on the TV panel Anne Will last year, the role of the bogeyman who takes the tough management course. His opinion is far more differentiated when describing the different types of cuddly chefs:
Others lose weight in thinking and acting
For example, Mr. Lieblich, who takes over the work of the new employee because he can not do it right. Mrs Babel, who is annoyed every time the staff members of the various departments talk past each other - but each time they take on the role of mediator again.
Or Mr. Grundner, who is asked to settle a dispute with which he has nothing at all to do. And they all have the same problem: Instead of leading and clearly communicating where the journey should go, they take their own thinking and acting along with their employees. And they are starting to trust that the boss will always judge it.
Secret slave drivers
Of course, not all bosses who can not communicate clearly are equally overprotective. There are also the secret slave drivers:
Those who quietly expect the staff to work around the clock, day and night Company there, but they know that they can not speak it openly. And who therefore prowl around the clear statement like the cat around the bush in the hope, the employee advises at some point that he should actually do much more.
Say clearly what you want!
Because just when resentment or resistance is to be feared, many people tend to rewrite rather than plain language. Motto: "He'll understand that somehow". He does not usually, as the input example shows. Because most people only understand what they want to understand if they are given the choice.
Or misunderstandings arise because the other person did not quite understand exactly what you want from him. The result is often unsightly conflicts. Therefore, the maxim is always: say what you mean - as clear and as clear as necessary. And as friendly as possible.
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German edition: ISBN 9783965960862
English version: ISBN 9783965960879 (Translation notice)
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