What are essential principles for good management
Four important principles for managers
In order to motivate employees in IT companies to get the best out of them and to weld them together into a successful team, good leadership is required. But what does good leadership mean, what is important?
Efficient managers are doers. You take the initiative. In the sense of: just do it, so: "Decide and go through!" But also in the sense of "just (more) do it". They succeed because despite - or perhaps because of - all the complexity in business, they have management guidelines that are simple and clear. I therefore call such leaders © lean leaders: They are "clean" in their leadership - clean and clear. Everything about leadership on CIO.de.
These successful managers rely on a set of clear values. That makes them predictable for their employees. It makes them authentic and reliable. Reliability, in turn, gives employees security - security in times of change (i.e. always), with economic challenges. They provide orientation where the business world is getting faster, more demanding and more contradicting. Especially in this time of massive changes, they help to find and solve barriers in the head.
That means: Managers make themselves and their team successful by providing orientation. Your leadership principles are therefore the basis of management action that leads from values to added value. I'll give you four leadership principles that matter:
Leadership Principle 1: Focus on the essentials
Work more on the company, less on the company. What I mean by that: It is not your many overtime hours and the numerous e-mails that go back and forth between you and your employees that lead your company into the future. It is much more a matter of doing the right thing at the right time, in the right place - and doing this frequently and consistently. To do this, you often have to be able to evaluate things internally in a matter of milliseconds. Developing a good feeling for what to decide in each case is your ace.
Tip: train your intuition. Practice this with your next decision. What is your first spontaneous inspiration? Put these inwardly into words. Compare what result you come to when you logically weigh the facts at hand. Then weigh both decisions in terms of their possible effects. If you do this regularly, you activate your intuitive properties and get a finer sense of what is going on on your emotional level.
Leadership principle 2: Train your decision-making gene
Even if you have the right gut feeling, and even if all the facts have been checked, pros and cons lists have been drawn up: There is always a certain risk of making the supposedly wrong decision. That is why decisions always require courage. But you can train that too.
- Don't: isolation
Flexible working is not for everyone: Employees with a great need for social interaction need alternatives.
- Don't: constant availability
The insistence on constant availability damages the satisfaction and health of the employees and often leads to burn-out.
- Don't: Bad organization
Switching to a flexible work model overnight is overwhelming for employees and rarely leads to success.
- Don't: control
Permanent monitoring is the biggest hurdle on the way to flexible work due to the restriction of the individual way of working.
- Don't: dictate how you work
Regulations on scheduling and working methods reduce employee performance.
- Thu: feedback
Regular feedback on the work done binds employees to the team even over great distances.
- Do: Define the rules of the game
Clear and transparent rules avoid misunderstandings and make everyday work easier.
- Do: trust
Presence is not always productivity. Above all, flexible work means trusting employees.
- Thu: Regular meetings
Only the close exchange in the team ensures a smooth process and a positive working environment.
- Do: investments
Investments in technology and support guarantee secure administration and access from any location.
Tip: Explain statements like "When should I do this?", "Why always me?" etc. a taboo for itself. Because these are "victim" statements. Use it to formulate "doer" statements - for example, "What do I need to achieve my goal?", "It is what it is - how are we going now?". In the future, always make it clear to yourself which questions about a situation or decision are unspoken in your head and write them down.
Leadership principle 3: Put people at the center of your leadership actions
First and foremost, good managers see the person in the employee. Accordingly, for you too, the focus of your actions should be on people, their talents and strengths. Help the employee do more than he sees himself capable of. This is how you turn the guided into the following.
Tip: Keep asking yourself questions about your own image of man: What do you believe in working together and living together with other people - deeply inside, where you also "hide" your prejudices? Be honest with yourself as you do this. Also, think about how you feel about your attitude towards the culture of your company. What image of man is lived there? The clarity helps you be authentic and congruent.
Leadership principle 4: Act reliably as a role model
Your authority always depends on whether you are a reliable role model for your employees. However, you are only a role model if your words and actions match. Take the phrase "Walk your talk!" as a motto, always be binding.
Tip: Get detailed feedback from third parties on how you are externally perceived. These can be mentors, good friends or trustworthy colleagues. Check whether your own image and the image of others match. What do the others think, what values do you represent? And how strongly do they feel that your values match your actions?
Understand clarity as an essential competence in the area of leadership. Ultimately, as a manager, you have to be able to identify what is and how it is. Start by developing this skill.
These are four out of ten leadership principles that Andreas Buhr, the expert in leadership in sales, describes in his new book "Leadership principles - what really matters in leadership". The practical guide with many examples, exercises for reflection and tasks to "practice" the respective principle has been published by Gabal (ISBN: 978-3-86936-702-6). Take a first look at the book here.
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