The right to further education
Monday morning 8 clock, still remains an hour until the management meeting. Hannes has prepared his agenda items. Employees have not failed, everything runs smoothly. An hour gained.
Only an old matter is still waiting to be dealt with. Hannes must report his training needs to the HR department by the end of the month. As a manager, he is entitled to five days of further training from the in-house seminar program. "Right" is the official wording, "expectation" is subtle between the lines.
The seminar catalog
Hannes would do without any further training, but that doesn't work in terms of image technology. If he books only four instead of the allowed five days, questions will be asked. To book nothing at all, especially not. So Hannes uses this hour to find out about the catalog. He scrolls through the categories: "Management", "Communication", "Personal Development", "Sales", "Processes and Operations", "Software Courses", "Leadership".
From front to back, back to front, then on topics that interest him. Nothing convinces him. He decides to first create a list of requirements and then to search for the right seminar. In an Excel workbook, Hannes organizes the criteria under the headings “Must”, “Important”, “nice-to-have” and “under no circumstances”. ,That makes Sense', Hannes senses how well clear structures do him good, especially to make central decisions. He brainstorms his thoughts before transferring them to the appropriate criteria column on the table.
The selection criteria
Under no circumstances may the seminar affect the holiday already booked. Also unfavorable are the weeks in which his deputy is absent. Ideal are weeks, in which a holiday is. Monday to Wednesday before driveway would be optimal. If he still frees the Friday as a time equalization day, the week is booked and he can switch off correctly. Finally, a seminar must include shutdown.
This directs his thoughts to a previously neglected criterion, the hotel. A nice with wellness area, not exactly in the surrounding area, but not too far away. The journey home should not take too long. The external conditions are thus sketched. Hannes is open to content. Actually, he already knows everything. But some refreshment always does well. He considers what criteria he would like to use and does not come into any green branch. The Excel decision help does not seem to work here.
He combines the two decision-making paths together (he learned this in a seminar). He flips through the catalog and puts in the table the advantages and disadvantages of thoseCourses that address him the most. Hannes is proud.
Thus he combines emotional with rational. The impulses from the catalog with the extension of one's own thoughts. Thinking and writing, colored high-gloss brochure with profan-frugal Excel table. Left of the keyboard of the catalog, the hands ready to enter the decision criteria.
Lead staff meetings?
He could use "demanding interviews with employees" at the moment. 'However,' Hannes shoots through his head, 'it smells like role playing with video recordings'. He understands the benefits of this, but he doesn't want to be so exposed.
He is not only supposed to learn something, but also to impress with the other students. So this seminar falls from the agenda. And Hannes has another criterion: no completely new topics. It is best to choose a seminar which he has already attended. This is the easiest way to show what he's got. Image is important.
In the economic crisis?
The fact that important colleagues are likely to be there speaks against the course “Management cycle in the economic crisis”. A seminar is not just a personal relaxation and image event, but also a network party.
This would be a very good place for the seminar. It takes place in a golf hotel. This suggests great aperitifs and sporty intermediate parts. But sport - Hannes can only be embarrassed.
Basically, Hannes would do the “Presentation Technique” course well. Admittedly, there are role-playing games too, but Hannes takes it sporty here. You can prepare yourself. Preparation tasks, on the other hand, are suboptimal. If he does it, he will be almost the only one who made it. In addition, everything that is inefficient is repeated in the seminar. If he doesn't, there is a conflict with the image.
Hannes will find the seminar “Self-Management” in the section “Personal Development”: 3 + 1 day. That gives four days. The hotel fits, there are no role-playing games.
Impressively, great stories can be told here and the other participants impress with it. However, he can take a lot with him in secret. Nowhere can one hide the inability and the potential for improvement so cleverly.
The seminar room
A look at the course instructor. Oh, that's the one who offers the most seminars in the company. Always the same ritual in the first two hours: introductory session with partner interview, then write expectations on cards, stick them on the pin board and never come back. To questions like “what am I doing against too many eMails a day? ” there are no answers, but a counter question: “What do you think you can do?”. He remembers a situation in his last seminar. In a feedback session, Hannes said that he would like answers to his questions, not a new question.
The feedback to his feedback came promptly: “Hannes, do you feel the rebel inside of you? What is happening in you at this moment? ” To which Hannes reaction "I feel nothing, it just annoys me". The discussion went on for a while. Because the backlash was not direct, but was stylized as a course topic. "Do you recognize the rebellious childhood ego from the transaction analysis". Go back into the groups and think over the next 60 minutes which counterpart from transaction analysis or neurolinguistic programming would be suitable to bring an adult person from the rebellious childhood ego into the balanced adult ego without paradoxical deficits to confront. " So this course is nothing.
Just for the image?
The next workshop, entitled “Selfmarketing”, is not only up-to-date, but also a need. Hannes is close to a decision. 'However,' the thought flickers through his mind, what do his colleagues mean when he registers for this seminar? ' Conversely, giving up the seminar “Selfmarketing” means that he doesn't need “Selfmarketing” because he already knows it. Hannes thoughts spin in a circle. It is also getting tight in terms of time.
15 minutes to the meeting. He would like to give the colleague from HR the registration right away. This is also for image reasons, because he would be the first one from GL to choose a course. Hannes could once again position himself subtly as a "maker and decision maker". This would suit if he would register for the workshop “Decide - quickly and correctly”. This shows that the topic is important to him. And the fact that he was the first to submit the registration shows that he wants to make progress at the highest level. That makes an impression and gives respect.
The budget is canceled!
Three more minutes. Hannes sprints to the meeting. For the agenda item “Training for Management” Hannes happily reaches for the completed form. The CEO gave the HR head the floor: “Dear colleagues. Unfortunately, for financial reasons, the further education budget for management levels 1 - 3 was canceled until further notice. ”
And who pays Hannes' hour this morning from 8 to 9?
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