Teams as managers - 6 tips: flexible management, away with the alpha animals!


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Many Company It has long since become apparent that in times of increasing uncertainty, regular trend breaks and increasing complexity, it is good to organize company management in a team, rather than relying solely on charisma.

Teams as managers - 6 tips: flexible management, away with the alpha animals! team management


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Olaf Hinz Style: "Color tone - warm"Olaf Hinz was the office manager of Peer Steinbrück, and today he is a leader in the field of challenging waters.

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Good leadership: the devil is in the details

But the devil is in the details: too often, only a formal double top or management round is installed, in which the present managers represent their departments and jealously ensure that every cobblers stays with his trunks. That must also be different.

A team consisting of executives who consciously use their differences and want to overcome area boundaries is necessary for optimal leadership.

Because managers who have decided to form a management team are not only more successful, but also more relaxed, in many respects less stressed and personally satisfied than those groups of managers who see themselves only as a “management group”.

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1. Leadership instead of management

Management teams stay on the bridge and lead from the beginning. On the corporate bridge, ie at the interface of the organization with the outside world, they are responsible for importing the complex and “outside” context information.

They provide the company with new, strategy, vision, market insight and vision, while the old-school management technicians continue to sit in the engine room and try to optimize the familiar.

Management teams develop their role only if they consistently adopt management tasks and instead place the task of leadership at the center of their activities. Clear roles are the necessary condition to be effective, because an effective team development process can emerge only on the basis of awareness for the distinction between role and person and the clear view of when an authentic management style becomes unprofessional.

2. flexible planning instead of planning

We all know that grass doesn't grow faster when you pull it. Even so, the typical reaction of business leaders after being caught “cold” by an unexpected event is increased planning actionism (more plans, more detailed plans, long-term plans) to better control the previously unsafe elements. Simply planned economy!

Plans are given a new function in the management team: they are not developed in order to implement them slavishly, but rather to be discussed, to take a position with them and to develop alternatives and scenarios. They serve to organize the debate and learning, instead of just stubbornly determining what must happen! It is good here, if you are not alone, but you can use the power of a real leadership team and do not waste time for pseudo-co-operation.

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3. Use differences rather than pseudo-operation

Install more often Company Leadership teams at their helm. It is then often said that these teams should be a club of “peers”, ie without any difference in power and influence, in order to be successful. Practice shows the opposite:

Many teams at the top are characterized by pseudokooperation, ie the representation of cooperation rather than the actual joint work. Effective management teams are aware of their differences and use them. For this to happen, they face their five typical demons, which make the work of the leadership difficult: loneliness, distrust, harmony, loss of the laurel wreath, or preservation of the thorn and egoism.

4. Power and influence rather than authority and alphatier games

If leaders want to be a leader, it is quite normal to see friction in the course of the process. By entering into a joint management, each executive gives up a part of their autonomy, worries about their interests and fears loss of power and influence. The relaxed handling of power and authority is indispensable for an effective leadership team.

The higher quality of leadership teams vis-à-vis individuals can be seen when managers regularly go through common reflection loops and thus learn to effectively control dysfunctional authority and the dark side of power in their behavior. It is therefore important not to play games with the differences in power and influence that exist in the team, but to agree on a binding approach. "Tricky" is then finally discussed in a mutual dialogue instead of bilateral background discussions. Alphatier behavior is deliberately used where it is useful and real opposites are so sharpened that they are carried out with appreciation and appreciation of the performance of the other.

5. Effective information policy instead of staraluer

Management teams deliberately plan the staging of their information policy and don't just start talking. They encounter the classic pattern of star air that always occurs when executives concentrate primarily on how they “arrive” personally with modern, dialog-oriented communication formats such as scenario technology, sounding board, world café and open space.

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Ten proven communication laws protect the leadership team from beginner mistakes in shaping the information policy. They are wary of gluttony and brave but not clever heroism, thus avoiding premature commitment, illusion of control and concealment in the machine room of day-to-day operations.

6. Regular set-up times instead of management offsites

Management teams also make an effective difference in the organization of their meetings. You don't just go outside, but organize team set-up times, in which new formats such as collegial advice, study trips and “staff rides” ensure the necessary disruption to the operational routine.

That's how they keep the team alive and productive. A well-functioning management team needs regular care, because the group development does not take place like a mountain hike, where you could rest, if you finally arrived on the hill ...

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English version: ISBN 9783965960213 (Translation notice)

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  1. Career insights

    Yup! @SimoneJanson: Teams as managers - 2 / 2: way with the Alphatieren! -

  2. Career insights

    Yup! @SimoneJanson: Teams as managers - 2 / 2: way with the Alphatieren! -

  3. Olaf Hinz

    RT @Berufebilder: Teams as Executives - 2 / 2: Away with the Alphas! -

  4. QRC Group AG

    #Teams as # leaders

  5. Olaf Wehrend

    Good question:

    # Leader #Project Management

  6. Olaf Hinz

    Teams are the better leaders ?!

  7. Olaf Hinz

    Teams are the better leaders ?!

  8. Competencepartner

    Teams as Executives - 2 / 2: Away with the Alphas !: But the devil is in the detail: to ... #business #training

  9. Competencepartner

    Teams as Executives - 2 / 2: Away with the Alphas !: But the devil is in the detail: to ... #business #training

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