Avoid leadership: From the Indian to the Chief

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Whoever is fit between the ears, will sooner or later be embarrassed to lead others. Those who do not want to get involved in the numerous management cases are well advised by reading the book by Heike Cobaugh.

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Here writes for you: Oliver Ibelshäuser is a journalist and owner of the editorial office Text und Vision. Profile

From employee to supervisor without stumbling


Very few new leaders are preparing for their new leadership roles (about all those who have hired beyond the big tankers). And they'll suddenly realize - it's not that easy. But feasible if you are prepared for the "guide traps" that are everywhere.

With their practice book "Caution: Leadership Traps", the authors Heike Cobaugh and Susanne Schwerdtfeger address the team leaders who were colleagues yesterday and now call themselves Chef need to position.

As a chief speak the language of the Indians


Her key message is, "You have to learn the role!" A good Indian is not automatically a good leader. But he can do it by questioning himself, understanding the expectations of others and speaking as a chief - but in the language of the Indians.

The authors provide the prerequisites for this in a chapter-by-chapter manner, and at first confine themselves to the prejudice that specialist knowledge is the best prerequisite for a leadership position. Cobaugh and Schwerdtfeger agree that so-called social skills weigh heavier:

Please do not have a chef


Listen, when appropriate, delegate when needed. A good boss does not have to do a cuddle course to his people, but he has to remain predictable, authentic. He must have "communicative competence", that is, "speak the language of the employees", without making a fool of himself.

Empathic approach to the team members without using "word bombs" (generalizations, abstract messages), that is what matters. In jour fixe with the individual employee, if constructive criticism is appropriate and in the meeting room, if the troop is to be sworn to the upcoming goals anyway.

Dear Audi as a smart


In doing so, the new boss likes to show some self-confidence. He keeps insider knowledge for himself, instead of gossiping in the hallway ("Do not tell your ideas to everyone") and he also likes to spray a little boss-charm visually. In the car ("rather the Audi than the smart) in the office setup and outfit too.

Conclusion: "Beware of leadership trap" is the right workbook for newcomers who are promoted "overnight" and do not want to leave their success as a manager to chance: very well structured, generally intelligible written.

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