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Here writes for you:

Peter Brandl_DSC9487Peter Brandl is a professional pilot, management consultant and keynote speaker. Born on February 15, 1968 in Jena, Peter Brandl moved to Schweinfurt with his parents in 1981. He studied social pedagogy and founded his first sales company at the age of 18. At first only to finance his hobby of flying, which eventually led to the acquisition of the airline pilot's license. At the same time, he discovered his talent for successfully and entertainingly imparting knowledge in training courses and seminars. In 1993 he got his first permanent engagement as a lecturer and trainer in the vocational training center of the Bavarian employers (BFZ). For more than ten years he has been training airline crews in Crew Resource Management (CRM) on a regular basis. With over 3.000 event days in 13 countries and on three continents, Peter Brandl is one of the most sought-after successful coaches as “The Pilot”. Companies such as Airbus, Audi, Bosch, Deutsche Bank, Commerzbank, Credit Suisse, Microsoft, IBM or Siemens rely on his expertise. Peter Brandl lives in Lindau on Lake Constance and Berlin. He is the author of several successful career books (including Hudson River - The Art of Making Difficult Decisions, Gabal).

Successfully manage: Understand and apply basic concepts

Especially when it comes to soft skills, there is always a demand for “something new”. Then the egg-laying Wollmichsau replaces itself with ultra-modern and creative word creations. It makes more sense than chasing new things to what extent basic concepts are really understood and applied.

PeterBrandl pilot speaker

Recently at the customer

It's been just a few days since I'm sitting with a potential customer and we're talking about what I think is really relevant in communications psychology. I briefly describe my view of things and I also say what are the key points that I bring to my participants.

And then she came again, this question: “But Mr. Brandl, everything is known. Isn't there anything new? ” And I answer as always: “But there are. But I'm not telling you that! At least not until you implement the basic concepts. ”

Ignorance or hoping for a miracle

On the one hand, we ignore all simple solutions only because we already know them. On the other hand, we are looking for exactly these simple solutions.

Just now I get, for example, one of these wonderful invitations to a free webinar in which I am promised to get this success knowledge, the 99 percent of mankind remains hidden, and how I can then also in four simple steps to apply rich, happy and famous.

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The great secret?

Super simple and above all completely new and nobody knows it! Man, man, man - why do we always make ourselves a leg? Yes, there are simple recipes that make communication better.

Yes, there are simple strategies that can actually lead to more success. Both known for centuries, so certainly not new. However, both things presuppose something: you have to become active yourself and do something. Actually very simple and yet there seems to be a huge hurdle.

What does communication psychology say?

Let us take a simple example from communication psychology. Everyone should now realize that communication always consists of a rational / cognitive and an emotional / intuitive part. Or more simply, a head and a belly plane.

If you have already been in communication training in your life, then you also know what you need to answer if you are asked for the distribution of the content on these two levels. Correct: 80 / 20. At least 80% of all content runs on the abdomen plane, and a maximum of 20% is cognitive / rational. We know that. But do we believe it? And if we do, do we?

Why remain objective is not the solution

In my lectures I will drill down here, then no one will contradict the 80/20 premise, but even for those who unreservedly agree: where are the consequences? If we agree that 80% of the content takes place on an emotional basis, why do we continue to prepare almost exclusively for arguments? Why do statements keep coming up like "Let's keep it factual" or "It's about the matter" when we supposedly realize that this "thing" is at most 20%?

Actually, we all need to spend our energy to find out how to influence the relationship level. But that's not what we do. But why?

We must change

Quite simply, we would have to change! We would have to practice, try and we would have to risk that not everything runs as usual. But that is exhausting.

And something else happens: if we would recognize these simple concepts as right, then we would have to ask ourselves at the same time why we did not act so far. We must stand up for the wrongdoing. And finally nobody wants that! Since it is much easier to ask for new, as complicated as possible techniques, which we then take note of in astonishment.

Importantly, these techniques are really complex. That gives us the possibility to credibly assure that we would like to, but unfortunately can not, because the technology is too complicated.

The principle is simple

An example: business management. How many books have been written on this subject? How many theses and models are in circulation? There are two very simple statements:

  1. You must spend more money than you spend.
  2. You should only do business that you understand.

I believe everyone would agree here, and yet: We split up into financial derivatives and planetary numbers. Best still occupied by any statistics.

Without base it goes wrong!

We are looking for new psychological concepts, so we do not have to worry about the basis. And exactly then it goes wrong.

Just because a concept is simple and known; just because this concept has been on the market for a while; that's why it's not wrong. On Company must take more than spend - actually so easy. And yet I feel that many entrepreneurs or executives and politicians were missing on the very day at the university when this principle was explained.

Knowledge or skills?

Do not be fooled by what you know or what you've heard before. Knowledge and ability are absolutely not the same. We all know so much and above all we know so much better!

As a flight instructor, I could now explain to you quite quickly how to fly an airplane. Giving, rising, sinking even as you use the country clothes. I think maybe 10 minutes I would have told you the most important thing. They knew everything. And if you were lucky and there was an inspector nearby, you might even be tested. And most likely the examiner would say after the test: Yes, this man knows how to fly an airplane. But honestly, I only get in if I can sit in front!

We always ask what we do!

  • Are we close to our core business or have we been littered with unnecessary processes?
  • What are the really relevant areas and processes with us?
  • What are basic concepts or basic statements in our area (eg 80 / 20)?
  • Are we really following these basic concepts?

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