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anne m schueller_portrait-hat with-Anne M. Schüller is a management thinker, keynote speaker, business coach and multi-award-winning bestselling author. She has repeatedly been named Top Voice by the business network LinkedIn. She is one of the most sought-after speakers in German-speaking countries. For more than 20 years she held management positions in sales and marketing in various international service companies and received several awards. In 2015 she was inducted into the Hall of Fame of the German Speakers Association (GSA) for her life's work. At congresses, meetings, events and corporate events, she gives top-class, captivating and practical keynote and keynote speeches on the topics of corporate organization and leadership in the next economy, Touchpoint management, customer loyalty and referral marketing. She also conducts power workshops on these topics. Your Touchpoint Institute trains certified Touchpoint Managers. Her clientele includes the elite of the German, Austrian and Swiss economy. is one of the most important management thinkers. Her bestseller "Touch.Point.Sieg." Is Trainer Book of the Year 2016. Her bestseller "The Touchpoint Company" was named Management Book of the Year 2014. Her bestseller “Touchpoints” is SME Book of the Year 2012. When it comes to the subject of customers, she is one of the most cited experts. More information at and All texts by Anne M. Schüller.

Team spirit & solidarity: companies & their false enemy images

The enemy pictures in most Company are defined wrongly. Self-centered, it aligns itself with direct competition. Or worse: colleagues from other areas are considered as departmental enemies. But the real enemy lurks in completely different corners.

We feel and high performance team

The true enemies prepare themselves digitally

Dieter Zetsche, Chairman of the Board of Management of Daimler AG, said probably the most dangerous sentence in his professional life a few weeks ago: “We finally invented the car.” This was his reaction to rumors that Apple would get into the automotive business. While Daimler is still rubbing against enemy images from the classic car manufacturing market and vying with them for new vehicle registrations, completely new market players are appearing in the fast lane out of nowhere.

The digital threat can affect almost anyone today. “What industry are we hacking this week?” This is the battle cry of the young wild ones as they crouch in front of screens and hit the keys. The skilled use of online media and mastering bits and bytes, the basic building blocks of the digital world, is your most important asset. Disrespectful, brave and cheeky, they don't stop at anyone. And they are very fast on the move.

In the attractiveness competition for top talents

There is also danger from another corner. Because in these new business times, companies are not only competing for customer favor. They are also increasingly involved in a competition for attractiveness on the labor market, at least when it comes to attracting competent specialists and high potentials. And here, too, the digital-based providers are ahead. But not only that.

An update of corporate cultures is in full swing. And everything is under observation by a broad public. In this scenario, misting, covering up, lying, and cheating are an outage model. Those who fatten themselves at the expense of the community are pitilessly put to the pillory. Once idols such as power and greed have fallen into disgrace, sacrificed to them at most secretly. And that too will soon end, because for companies with a lack of ethics soon no one wants to work anymore. They dispose of themselves.

Is the enemy image competition useful at all?

Some corporate enmities are legendary, such as the one between Coca Cola and Pepsi or the one between Burger King and McDonalds. You've mobilized a lot of energy, but you probably also wasted a lot of strength in the wrong place. Because as long as you concentrate your resources on the competitive enemy, you cannot use them for your customers.

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If you go into the battle for the top spots, the male brain in particular seems to mobilize a lot of energy to achieve victory. Research has also shown that if you win a fight, your testosteronespiegel continues to rise, while he immediately goes into the basement of the loser. The question is whether those behind in the race can afford this in the long run with their employees.

What happens with “we here” versus “they there”

External enemy images may be appropriate here and there, but within an organization they are life-threatening. And pronounced departmental thinking is fatal. If everyone works against each other instead of with each other, nothing good can succeed. Intrigues and internal rivalries destroy the "we". The fact that confrontation and internal mass competition bring the best results in the long run is the brainchild of lonely alpha animals on the top floor.

We need inspiring friends, reliable allies and helping companions in an increasingly networked world. If, on the other hand, corporate organizations are built on competition rather than collaboration, then “the others” are inevitably seen as enemies. You isolate yourself, pass on false information, refuse help for flimsy reasons and let alleged opponents run into the open knife. Just so that they don't gain a head start.

Everyone is fighting for the biggest piece of the resource cake, for the next step in their career, for their own objectives, for his personal bonuses - and of course for status too. “Work together” appeals are of no use as long as such systems are kept on their toes by racing lists, single-track incentive programs and profit center thinking.

So that a company can function as if from a single cast

A fast, smooth interaction of the internal power chain demands to take farewell to departmental thinking and internal rivalries. This only promotes departmentalism and does not serve the customer. In any case, the company realizes very quickly when a company does not work as if it were from a single source.

So here's a concrete tip: Do not conduct target setting discussions with all employees individually, but as a team discussion - even across departmental boundaries. This will get you all on board - and target achievement options can be co-ordinated. So the chances of success increase enormously. For a group falls more on the way to the goal than an individual - and all row in the same direction.

At the same time, you get rid of a bloated target control bureaucracy and thus save a lot of time. They also bend egoisms. If individual targets are linked to financial advantages, people are concerned primarily with getting the highest possible remuneration with the least effort, even if this is at the expense of others and harms the company as a whole.

Why we feel more and more important

Knowledge work can only bear fruit through collaboration. Especially in our satellite-based, complex and increasingly virtual world of work, it is one of the most important tasks of the leadership to promote affiliation and cohesion company-wide.

If the connections are too weak, people very quickly start looking for more stable, better-functioning groups. In another project, in another Team or in another organization.

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7 responses to “team spirit & solidarity: companies & their false enemy images”

  1. Companies & their false enemy images says:

    [...] Companies & their false enemy images / * [...]

  2. Ursula Rosengart says:

    RT @anneschueller: The enemy images in most companies are wrongly defined. Why? Here is:
    - Exciting contributionwHRsBKMZxE

  3. Anne M. Schüller says:

    The enemy images in most companies are wrongly defined. Why? Here is:
    - Exciting contributionwHRsBKMZxE

  4. Anne M. Schüller says:

    About companies & their false enemy images - Exciting contributionwHRsBKMZxE

  5. firm-job says:

    Team spirit & solidarity (1/3): Companies & their false enemy images: The enemy images in most companies ... - Exciting contribution0vaCSFTuNU

  6. Thomas Eggert says:

    Team spirit & solidarity (1/3): Companies & their false enemy images from BERUFEBILDER - Exciting contributionwDfT9VTbb3

  7. Competencepartner says:

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