As a Specialist, Colleague & Employee to the New Job as a Superior. Achieve your Goals with the Right Skills for Success as a Manager, Leader & Boss
Simone Janson (ed.)
Published by Best of HR - Berufebilder.de®
The German National Library lists this publication in the Deutsche Nationalbibliografie; Detailed bibliographic data are available on the Internet at https://dnb.dnb.de.
ISBN of the German eBook edition: 9783965960480
ISBN of the English eBook edition: 9783965960497
German website of the publisher: https://berufebilder.de
English website of the publisher: https://best-of-hr.com
Ways to Career and Promotion
1st edition, 10.08.2019
© 2019 Publisher Simone Janson | Best of HR Berufebilder.de®
Duesseldorf, Germany
Conception, editing, graphic design & layout: Simone Janson
Cover design with Canva
eMail: publisher@best-of-hr.com
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In the daily routine of the game, the question of role and behavior patterns arises. If one is too nice, one is liked, but perhaps not respected. If one is too harsh, one can perhaps get through, but loses sympathy points. How to solve the dilemma?
Whoever wants to push things can not be Everybody's Darling. Or is it? Those who value human contacts should be able to save themselves for private life. Is that so? Can one be really nice at work or have a strong social incompetence?
Which prejudices do the representatives of the two camps face each other? Is there the golden mean? And how do executives find out if their team is better served by the guy "lonely wolf" or "Mr. Nice Guy "fits; How can you assess the motivation behind the actions of your employees?
Most of us know both extremes: colleagues A, who is competent and who is asked for support, because he is not afraid to go through when things need to be done quickly. When he is playing in the coffee kitchen, he is usually not there - and is not really missed on such occasions.
Then there are Collegues B, who just clashes with everyone, who also takes time for the interpersonal, which one can at any time ask for an assessment of the film, which he last seen in the cinema and which one then, depending on how the Judgment fails, also looks or not.
Who would you prefer in your team? Are you already working with both colleagues? Which of the two is the more competent?
For example, is it possible to imply that Type B is not as interested in his career as Type A (according to experience, B-types are often ignored in favor of A-types during promotions)? And how much feeling can you afford in everyday work?
Take as an example a supposedly "bad" feeling that we are always told not to allow: envy. The PsyBlog website explains the benefits of "benign envy," that nagging feeling that we miss something that we see in others.
These little stitches may be good for us (as long as we feel the other deserves its success, otherwise we will really be seized only by an unproductive, destructive envy). Benevolent envy can motivate us, give us hope, make us more creative, and let us look at things from a different perspective.
PsyBlog also quotes an interesting study on the topic of enforcement and sympathy among executives. The results: In terms of productivity, the successes did not rise unrestrictedly parallel to the current performance of a manager.
A particularly high level of assertiveness is in terms of productivity, so the researchers, so no better than a moderate level; but it is definitely better to be moderately assertive than not at all. In terms of sympathy ("social outcomes") it behaved similarly:
The sympathy curve did not rise infinitely in accordance with the ability to assert itself, but fell sharply. So it was definitely better to have a moderate degree of certainty than too much, the researchers concluded.
Combining the results of the two components results in a curve that is similar to an inverted U - so there must be an ideal point where social and economic outcomes meet.
Last but not least, the question arises as to the extent to which the behavior of a person allows conclusions about his feelings, his motivation. This is especially important when it comes to compiling a team or filling key positions.
If you have a little knowledge of the human being and experience in dealing with others, you know that you can not go further with the idea of drawers. Anyone who has experience in human resource management or leadership knows how many employees feel themselves out of place and in their role, how great is the danger of an internal termination and service according to regulations.
Personal diagnostic tools can help identify potential, identify deficiencies, and provide the best possible support to companies and employees.
The potential lies in every employee, regardless of whether he always meets the ideal point on a curve or not. Recognizing and promoting is the task of every employer.
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We are delighted that you bought this book and want to use it to help you find information and solve your specific problem - just like thousands of other readers before you.
Part of your book purchase are therefore also add-ons, working materials that you as a reader can download free of charge from https://best-of-hr.com/academy/ You can find out how to do this by reading on.
The FAZ, one of Germany's most well-known newspapers, certifies one of our titles "well realizable tips", also otherwise our work was recognized by newspapers or specialized media like ZEIT, Süddeutsche, personalmagazin or Personalführung and customers such as the Press and Information Office of the German Federal Government are grateful. Further reviews as well as information on free review copies can be found at https://best-of-hr.com/press/.
What this book can do for you: You support certified climate protection projects, you quickly receive compact information and checklists from experts (overview in the table of contents) as well as advice that has been tried and tested in practice and that leads step by step to success, also thanks to add-on. Because ascending, making a career, getting promoted are considered by many to be highly desirable. But how do you convince superiors of their own qualities and abilities? How to communicate your career ambitions correctly? How do you lead his colleagues who have been treated as equal? And how do you deal with the competitive situation in your own team? This book shows the best ways to promote and gives many practical tips for career-ambitious.
In addition, our unique publishing concept offers you many best practice tips and examples from successful managers, entrepreneurs and other exciting personalities.
Various, possibly contradictory, facts of the topic are dealt with very deliberately. This enables you as a reader to examine and reflect on the various pros and cons aspects of the topic and to weigh them up in the event of a decision.
The clear structure and our special, very detailed table of contents will help you to find the information you require quickly and according to your needs and to put it directly into practice.
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What do Bill Gates, Mark Zuckerberg, Michael Dell and René Obermann have in common? They are all well-known, successful and CEOs of global companies, CEOs, visionaries - without a university degree. Does it really need it?
Who would you hire? The applicant with an 1A CV? Graduated from a prestigious university, first job at a prestigious company, after two years as project manager, after three years as a manager.
Or the applicant, who has changed the subject three times, in order to decide for an apprenticeship and then change his job every two years?
Most HR managers and managers value a stringent CV. Why? Many successful entrepreneurs have left the university prematurely and without a degree - and yet made a career. Does it really need a perfect, stringent CV to succeed?
Still, a straightforward CV means purposefulness; It shows that the candidate can pick up topics, penetrate them and bring them to a successful conclusion in a reasonable amount of time. Above all, such a curriculum vitae also suggests that the applicant really cares about his or her topic.
If there are fractions or minor deviations in your CV, expect critical inquiries in the interview. Here are some practical tips on how to react responsibly and to convince the staff chef:
The key point is that everyone can be successful and make a career - provided he decides on the profession that inspires him and also his actual talents.