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Best of HR – Berufebilder.de®Harald Smolak is Client Director and HR Director at Atreus. Harald Smolak has over 25 years of international experience in complex transformations in the semiconductor, IT, telecommunications, insurance, consulting and medical technology industries and as a manager as General Manager, Marketing and Sales as well as in the human resources area. As Client Director and HR Director for Interim Management and Executive Search at Atreus, he is responsible for the acquisition of mandates and the selection of new sales directors. For a successful recruitment of executives, he has developed and implemented a new form of collaborative learning in leadership issues for experienced managers. As a long-standing systemic consultant, he accompanies his customers and managers in projects on tried and tested ways to dare to try new things. All texts by Harald Smolak.

Leadership in the team is difficult: 5 tips for better management

Everyone is talking about Guide im Team, Participation and diversity. A lot is thrown around with trendy trendy terms. Then why is it often so difficult in reality? And what can we do better? 5 tips.
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Leadership in the team: Sociable company

Teams at the top of the company are a world of "unsociable sociability" - in the dilemma between the need for communalization and the tendency to isolate. Immanuel Kant wrote this as early as the 18th century and that has not changed much to this day. There are essentially 3 questions:

  • Why is it difficult for company leaders to lead an organization together?
  • What does it take to use the existing intelligence of a leadership team to make better decisions for the joint success of the company?
  • Are new ways of working like Scrum, Holocracy, Design Are you only thinking of trends that only pretend to be able to work together on an equal footing?

5 tips for better collaboration

But how can leadership work in a team - without the labels of digital anglicisms? 5 tips and theses at a glance:

1. Team-oriented work needs team-oriented bonification!

Those who demand team performance and incentivize individual performance will not get this change transformed. In the end, what counts is what the bottom line is. For the employee concerned and in the overall context of the company. Extrinsic Motivation in the form of bonuses was and is an optimization to control the monetary success for individual employees and not automatically for the overall success of a company.

Individual Bonification controls individual success, promotes lone fighters and classifies them into lists of competitors in an organization. However, in our digitized world, this corporate culture will be lagging behind those who can translate their knowledge collectively, smarter, into faster and more efficient solutions.

Companies such as Infineon, Bosch and Lufthansa have recognized this necessary change. For example, managers are measured from Lufthansa to 70% of net income and 30% from the result of their own business. This promotes the interest of the joint success and reduces the walls between the individual areas.

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2. Team-oriented work needs conflicts!

Each area has a different view of the business world. It is natural that salespeople find the truth different from their customers' challenges, rather than a production that gets into delivery problems with cautious sales planning in the face of unexpected customer demand.

It is important to the emerging conflicts also to discuss emotionally in order to solve this situation together instead of hardening it with blame or rejection. Conflicts help to shed light on aspects that are otherwise consciously or unconsciously hidden in order to obtain an apparent security for decisions.

3. Team-oriented work needs respect!

Everyone wishes Respect towards oneself. A matter of course that one very easily ascribes to oneself and perceives through one's own blind spot. Every meeting with colleagues and employees shows us every day how difficult or unconsciously we deal with disrespect for others.

Posters in conference rooms gently indicate improvement through effective meetings with platitudes such as “giving excuses”, “punctuality”, “active listening”. Even if this was worked out in working groups with a lot of commitment and accompanied by executives as sponsors with external support, such “regulations” very quickly lead to disillusionment. Often because you take it for granted from colleagues and are very tolerant of your own behavior.

4. Team-oriented work needs self-leadership!

“Why should I change, and certainly not through others? I've done well with it in the past. If my environment, my colleagues, employees would try a little more, then it would be much easier for me to be more respectful and trusting. Only when the others change can I change too. ”This bracing of relationships is the hope that the solution to the problem lies outside and by no means within oneself.

The likelihood of being responsible for the change itself and pushing it forward is the more effective lever. One does not depend on others. Without a cooking recipe, no cooked food will be cooked. And the way something is cooked, with what surrender, your own will, determines the success.

5. Team-oriented work needs courage!

If cooperation takes place on an equal footing, it takes courage to get involved in different ways of thinking and approaches of different team members. For this a leap of faith is necessary with the willingness Error to be understood as an opportunity and not as a flaw. Not descriptive in the sense of “that's how it is” or normative, “that's how it should be” leads to Objective, but curative, "how about" as an invitation for a solution, even if it is not your own.

Regardless of trends, tools, methods in times of increasing disruption of all industries, win Company to competitors who manage to use their collective intelligence as potential in order to be prepared in good time for necessary answers to future decisions. Relying on the wisdom of individual executives in times of increasing complexity may be easier and easier for top executives, but endangers the future of successful companies with the trained patterns of the past.

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5 responses to "leadership in a team is difficult: 5 tips for better management"

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