Performance appraisals – how do I organize the talk?

Relaxed start, focused performance, positive ending: that is the way to make performance appraisals productive The previous entry centred on the preparation of performance appraisals. And now the date of the talk is near at hand. How can the talk …

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Meet the challenges of the future (and present time) with soft skills

Kienbaum HR trend study: Soft skills are crucial to deal with the digital change The German Personal and Firm Advisory Company Kienbaum every year considers the current situation and trends in the HR sector. This year’s study is based on …

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What is it that makes companies attractive – and successful?

Study on employer attractiveness shows: attractive companies are also more successful The zeag GmbH (centre for employer attraction) sees itself as a kind of quality supervisor for medium sized companies. The centre awards test certificates, nominates the employer of the …

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Performance appraisals – Good preparation is decisive for success

The performance appraisal – when, where, how The previous chapter was about the aim and object of performance appraisals: the time of the conversation is a chance for individual communication, appreciation and feedback away from project meetings and team conferences …

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Low tech, high outcome: Secret remedy performance appraisals

Performance appraisals – a word says more than a thousand excel charts A whole series of articles on performance appraisals? Overdue for a long time. Some time ago I have already touched upon the topic in a blog contribution: employees …

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Conflicts within the team – why breaking the vicious circle is worthwhile

When I am called  for team developments, conflicts within the team often play a (hitherto unaddressed) role. Seemingly everything appears to be “good” on the surface – reality, however, looks different. There is “no love lost” between single team members …

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SAY IT: Clear communication rules for the conflict case

Solutions for conflicts in the team can only be found if the people concerned communicate constructively. In this case leading staff must often work as mediators. Conflict management within the team – How can I address conflicts in a constructive …

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Conflict management within the team – How do I notice that something is going wrong before it is too late?

A great number of executives that I work with are sooner or later confronted with conflicts that arise within the team. Unfortunately conflicts have often reached an already highly advanced stage when they are addressed in coachings or team developments. …

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How to give productive feedback

A lot of people feel personally attacked when they are given feedback and subconsciously immediately adopt a defence position. It doesn’t take long to find reasons why the possibly negative feedback isn’t correct, respectively why the concrete form of behaviour …

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Mastering the transition from colleague to manager

You have finally done it. The long-desired promotion is pending – you may be in charge of your first leadership role. Often the initial enthusiasm and joy accompanying the new leadership role are spoiled through difficulties which accompany the role …

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What executives can learn from top athletes

What does a top athlete need to be really successful? What does his trainer contribute? And what does all that have to do with the leadership of a team in companies? Yesterday it was a pleasure for me to meet …

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What is it that makes a team a team?

A preliminary talk with a customer often contains the question: What is it that makes a team? Is it sufficient that the people work together in some way or other? Is a unit of 25 employees a team? Isn’t the …

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Do my employees really need regular feedback?

In my work with employees especially of smaller and medium enterprises I repeatedly notice that regular feedback talks often do not exist. Employees complain of not knowing how their superiors assess their work. They are worried by their uncertainty if …

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Can I – and do I have to – please everybody as an executive?

Many executives feel torn in their position as buffer between employees and top management. The employees expect their superior to fully support them in top management. If ideas and demands coming from the ranks of employees are not realized they …

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