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Text comes from the book: “Farewell to Objectivity: How You Can Actually Get Movement With Emotions” (2015), published by BusinessVillage Verlag, reprinted with the kind permission of the publisher.

Here writes for you:

HornungMarkus Hornung is a consultant and speaker on the subject of emotional intelligence. As a graduate mathematician and physicist, he skilfully combines knowledge from philosophy, psychology and neuroscience with practical instructions on the use of and dealing with emotions. Hornung has been co-founder and managing director of the consulting company EQ Dynamics in Munich since 2003. His previous customers include MAN, various German educational institutions and associations, LBS Bayern as well as several savings banks and Volks- and Raiffeisenbanken in Germany. More information at www.eqdynamics.de

Simply make decisions for leaders: yes, no, maybe?

More salary, more responsibility, more career: A new job is created and offers an employee of the team unexpected advancement opportunities. Great news or dilemma? For the executive it is often both. After all, the boss has to decide who he is to take the place and accept that he is hitting other employees with it.

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Negative emotions are part of the job

It is part of the proven standard repertoire of a boss to make unpleasant decisions and to represent them clearly. Often, however, superiors also have a bad feeling about it. Maybe there is the employee, who has been dedicated for years, who does not fool anyone in the department.

And yet he lacks social skills or openness for new ideas. If the new position is required, the boss will wisely use a more appropriate colleague.

What is behind the envy of your colleagues?

No matter who the supervisor decides: Probably sees another employee from the Team in the new place. In a four-eye conversation there is a chance to defuse the conflict. If an employee is ignored during the promotion, that is a personal defeat.

After all, his qualifications, successes and his daily work were not enough to win the race in the office. In search of the reasons, he compares his projects, values ​​and strengths with those of the more successful colleague and may come to the conclusion: “This is unfair! I should have deserved the promotion. ” Motivation can suffer permanently.

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Understand emotions and make decisions

Leadership can take pressure here if it takes the incomprehension, the annoyance and ultimately the disappointment up and take seriously. If they manage to respond unconditionally to the emotions of the employee, they will subside.

A helpful phrase is, for example, "I can understand that you are having trouble making this decision and that you are disappointed." In doing so, the supervisor signals a sincere interest and sympathy for the hurt feelings of the employee.

In short, sincere, engaging

Managers are well advised to keep challenging debates short. As hard as it may sound, this means: No small talk to initiate the conversation and no phrases of appeasement. One said: "Everything is half bad" doesn't help anyone.

If the employee is really angry, he will only calm down if he has the feeling, that has also arrived at the opposite. The supervisor can adapt to the emotional situation of his employee: So also lift the voice and do not try to calm the other in a muted tone. So the boss makes clear that he understands what moves his team member.

Transparent criteria for the decision

It is also a good preparation to consider good and comprehensible motivations, priorities and criteria during the decision-making phase.

Supervisors can reveal these when employees who have been handed over are asked specifically. This helps both the superior to represent his decision and the employee to accept them more easily.

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4 responses to "Simply making decisions for managers: yes, no, maybe?"

  1. Hannes Manner says:

    A definite yes to this post!

    Of a Professor I heard a short while ago

    “There is no right or wrong decision. There is only one decision that you make or that you don't make! " :-)

    Although not deciding is also a decision :-)

    • Simone Janson says:

      Hello Herrmann,
      I recently read something interesting about this: namely that people prefer not to make a decision because the risk of not having done anything seems lower to them than if they had done something and it was the wrong thing. On the other hand, in retrospect, we tend to get annoyed about what we failed to do. In any case, you are absolutely right: not making a decision is also a decision - most people are only too happy to forget that.

  2. Kelly Services says:

    Clear decisions are made for managers: Yes, No, Maybe?

  3. Competencepartner says:

    Make clear decisions for managers: yes, no, maybe ?: more salary, more responsibility ... #profession #education

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