Unless you initiate it



Remember all those business changes that were supposed to make your company more productive, more competitive, more agile… 70% of them failed because they are imposed by the hierarchy who most of the time did not think of the change from employees perspective.

When employees are asked how to achieve the same goals with their means. They come up with practical ideas. For that to happen the hierarchy needs to share its power and trust employees.

Why is it (not) possible in your opinion?

The top 10 unhealthy behavior and their origins

The miniature world in Hamburg. A representation of our reality


The hard truth is:

“It is not enjoyable to work in companies especially when they have an insane culture”

Are you about to start working for a new company? or you are working for one but aren’t sure it has an unhealthy culture? Then, you may appreciate the following warnings.
In order to improve a situation. We first have to be aware of the problems and then understand the secondary gains that result from them. If we want more healthy companies. We must first recognize that there are not. I am not saying that all companies are bad places to work but certain corporate culture enhance the chance to see unethical, discriminatory and unhealthy behavior.

Top 10 of unhealthy behavior

  1. The boss is ALWAYS right, especially when he is wrong.
  2. Employees’ ideas are good, very good but they will not be implemented.
  3. Employees are paid to obey, not to think.
  4. Please do not share in details the department plans to other departments, we are at war!
  5. You will never fully understand who does what outside your team.
  6. The company vision, mission and values are here for the beauty of it, do not dare follow them
  7. Employees will have to fight to prove their worth
  8. Bosses are always in important meetings to decide about the future of the company while employees are facing problems today and do not get support because it is not “strategic”
  9. How can we use the Digital transformation to extract more money from our clients (please do not think about improving the world)
  10. Money, KPIs and goals are more important than an healthy work environment

Hierarchy an old friend

The existence of those problems are in part a consequence of the way hierarchy the hierarchy was built and maintained. The role of the manager come from a time when production workers or blue collars were believed to be unable to organize themselves because less educated than the white collars. At that time, the white collar could manage a production line much more easily because it was “not a complex task”.

Nowadays, the level of complexity at work is increasing quickly. “Nearly 70% [of global executive] admit that complexity is hurting profits”. (Bain and Company). Managers have to take into account information from divers sources and importance. Furthermore, the hierarchy model is now used in companies where employees work in offices and not on production lines.
Managing complexity at work

One person alone cannot deal with the current complexity of the workplace. Managers are supposed to take into account hundreds of information and opinions. They jungle between satisfying the expectations of those higher in the hierarchy and those under them. They sometimes find themselves in situation where the desires of one group is opposed to the desire of the other one. This managing function may seem unbearable but people keep wanting to become a manager for the “advantages” it brings them: status, money and a sense of power. Those advantages grow with the size of your team.

Why does it work like this?

The role of the manager in the current working world is so important that it seems impossible to change it. Everyone of us benefit from this hierarchical system at some level. The manager has power, fame and money. Decisions are taken for employees who do not feel responsible for them and can hide themselves behind their lack of power. Many more secondary gains could be listed. They explain why the hierarchical system is still in place. For now, the secondary gains weight more than the disadvantages of unhealthy cultures.

How to deal with a high level of complexity, then?


Knowing that we won’t be able to change those unhealthy culture from one day to the other. We can think of alternatives that can work in the present system. We could create network of experts and workers. The role of the manager would not be anymore to manage the decision process but to put in contact people with complementary knowledge. The manager will be more a “coach” in the sense that he helps other do their work. For those who know the SCRUM Framework, we could say that the manager is in fact a scrum master. He must ensure that employees have the necessary skills and tools to perform their work. He does what is in his power to alleviate the work of others.

When politics does not serve the company


It is sometimes discouraging to see that internal politics are playing against the company’s interest. Some employees are working against each other in the same company in order to get more budget or justify their existence. Again, secondary gains (more budget, self-worth…) are maintaining this system. The internal politic is a EGO war that people are ready to fight to feel that they exist. Working has become an new way of being. You are your work, job title, and level of seniority in the company. If you lose that you lose who you are and the money that comes with it. Is it really a thing? Are you your job title? Is your worth measured by the level of budget your team got?

Why companies exist?


Some companies have forgotten why they started to exist and ended up running after money because it is at least something you can measure. This lack of vision, mission and purpose is felt in the way people are working against each other. Another flip side of the lack of vision is that entire department are walking around with no clear goals. They do not have a reason to work together and are lead by the secondary gains. By remembering the reason why a business was created you can bring people together again and create more value together. The vision could become the gravity center of the company. People that believe in it will gravitate toward it. Think of all vision lead companies who attract employees willing to make the vision a reality.

Effective communication is difficult

We all know how important communication is but we fail to share information or give feedback to others. In theory we all agree on that but we are limited by our beliefs. We also want less conflict but haven’t learned how to use non violent communication. The following beliefs block a two ways communication: I will not be understood, they do not care about what I need, they will feel attacked if I told them so, We are not at work to talk about ourselves…

Learning to communicate

Communication is something we learned as infant. It constructs our belief system as well as our mental models. We interpret the world through verbal and non-verbal communication. There is so much to discover about the way we communicate and how for example expressing our feelings in a foreign language makes us less emotional because our emotions are linked to the words we learned as children. We need to learn how to communicate differently which means that we need to change our point of view on communication. We must be aware of our beliefs and question them. “is all that I believe true?”

We can learn the inquisitive and non violent communication. Expressing our needs and asking clarifying questions. It takes time but gives so much power to the participants because they are enabled to act and co-create a new reality. Bringing our true self to work goes against societal rules. There is this a kind of personality dissociation where the person at work is different than the one at home. The mask we wear at work is an attempt to protect ourselves by bringing our EGO to the front.

Nowadays, money is an end

Our relationship to money is really interesting. We want it, we want a lot of it but it is bad to have it. Some of us spend it without care other save it like the ultimate truth. We see money as an end but not as an exchange facilitator or a transfer of energy. We speculate about the worth of a companies. We underpay workers in developed countries to create cheap products that will be sold for 10 times their worth. We have learned that money does not buy happiness but we want more of it to buy stuff that are supposed to make us happy.

We are running after money without vision, without a plan. We put money before people. Having money is a must in our societies without it you cannot afford food, housing, education and so on… but is it the only important thing?

Using money, not being used

We can re-frame our vision of money in order to allow it to flow between us. Money can be an enabler because it facilitate exchange between people, we have forgotten it. Let’s remember that money was created by men. Nowhere, in nature do we see money. The problems we face currently with the financial crises, underpaid workers, price volatility are a reflection of what we believe is true.

Money could be used to enable employees to achieve the company vision. We should also remember that we exist without money. We are even if we possess a million or nothing. We are when we share with others and because we are, we live the life that was meant for us.

Don’t you have enough of this superficial work-life?


originaly published: Medium

A philosophical question that could change yours…


Companies try to control everything, control people, control processes, control finances, control marketing, control sources of information, control communication, control, control, control …

Control gives the false impression of mastery


Because we assume that if we do not control things they will go in all directions. This is unacceptable to us.

Work without control

The question I have is, what if we stopped controlling the employees and gave them clear directions. what if we told them what was our goal. In enterprise x, is to sell blabla because we believe that “abc” can solve a problem / satisfy a need.
  • The financial department has to alarm others when expenses exceed incomes.
  • The marketing department has to make sure that our message arrives at the ears / eyes of our customers
  • Of course he production factory has to make sure that the quality is there so that our customer finds the product excellent
  • Those who take care of other things in the company: do you have any ideas on how to improve your work?

Nature as an example

When we stop controlling people, processes and everything else. Things are done “naturally”. Nature was not born with rules and processes imposed by others. No, nature adapts.
A tree that grows in the middle of a meadow without being planted by men has already shown that it had enough to survive. This tree will create shade as it grows. This shadow unfortunately will prevent the grass from growing. “Oh my god Catastrophe we have to control that,” say the good manager. But imagine if you are a business that let the tree grow and who says that the purpose of the tree is to grow as high as possible and to create shade for others. Few years later you can sit under this tree and enjoy a warm summer with your friends.
The tree represents employees in companies.

Why then control everything?

Control is fear. The fear that things escape us but they do. Did things happen exactly as you wanted? Whenever you said that you wanted it? In general, no. Because it’s hard to express what you want. We are very good to say: I like that / I do not like that. On the other hand, it is very hard to express our final goal. Because we do not think about it. We do not ask the following questions:
Why am I here?
What am I doing on this earth?
What is my purpose?
So you’re going to tell me that it is too much philosophy for a company. I say it is missing. There are not enough basic questions asked. I’m fed up with companies that say they are good and who treat their employees like crap, their clients like the morons and the rest of the world like Consumers. I’m not the only one who gets fed up with it. I think that’s a general feeling . But we do not know what to do.

What can we do other than to control? What can you do?

What if we learned how to let go?
Say where we want to go. Fixing our vision in the distance. Where do we want to go? Things come up together. Because ideas come to us and we talk about our purpose to others. Do you want to help me? The person who believes in the same things as you, will answer yes. Besides, I have an idea too. Making businesses healthier. Coming with me?

And you, aren’t you upset too?


Change Management is failing

Change management is an attempt to control change, to make it logical and mechanical. I have studied change management and most of the models that exist out there to explain it. I see change management as a kind attempt to ease the process of change in a world framed by control and top-down hierarchy. When change management fails we explain it with the similar reasons: bad communication, failing top down implementation. Change management is sometimes a coercive attempt to make things happen.

I was always puzzled and fascinated by change management theory and practice. Companies try to manage change when most of the time it those attempts fails. 

Why is change management failing? 

Based on my observation the change attempts are failing because:

  • People impacted by the change are not involved in the decisions
  • People deciding and planning the change are not connected to the practicality of the change
  • Change cannot be "managed" or planned 
  • Opportunities and threats will vary over time 
  • Managers think saying = doing
  • Employees are the last informed of the change and must implement it 
Most of us are conscious of those issues but a lack of alternative drives us back to the change management track.

What should we do then? 


What other options do we have? as Einstein once said: "No problem can be solved from the same consciousness that created it". Which means we cannot solve the change management issue with more change management. We need to go somewhere else. Some organisations have consciously decided to act from a different paradigm & mindset. One where each individual:

  • Identify necessary changes and use the advice process to decide wether to act or not
  • Suggest improvements & put them in place
  • contact experts within and outside the company to inform their decision 
  • Size opportunities 
  • is consulted when the company is endangered. (e.g. A company lost a client that brings 60% of the revenue. The question is asked to all: What should we do? A vote may be held to take a decision or individuals may take action using the advice process as a guide.
I invite you to try this out with a small change decision first and see how it goes. Tell me how it went in the comments and tag me. I will be more than happy to exchange with you on this topic. 

if you think someone in your business contact needs to know about it, share this post with them. I am sure they will appreciate it as much as I will. 

Change Management is dead, long live self-management



The digital transformation is more than just new technologies. It creates new possibilities in the way organizations function and create value. Information circulate much more easily than ever before and we are living into a mind shifting. We saw employees as machines (human resource) that we manageable and numbers that could be replaced and fired as we wished. The fact that we now use machines to do some of the most boring jobs is making us slowly refocus our attention on the living part of organizations. Humans that can learn, be creative and thrive.  Another tendency is the consumers expecting for more and more transparency from companies. Many scandals about hidden information that negatively impacted customers, the planet, and employees made the headlines of newspapers. This awareness about organizational management flaws is getting unacceptable. Most of us are or were employees in companies where we could observe some insane management.

Dark management

Some companies use the vision, mission and values written on their website as marketing tool. They just say what one wants to hear because a good image is primordial. Saying that you foster diversity, equity and empowerment makes you look very good in the mirror and your ego loves it. This is just music to your ears. Yes there are some actions taken in the company to promote those values but they are not meant to change the system.
Beautiful workshops, presentation from the CEO, many discussions are organized but on the daily basis nothing is done to make those values, mission and vision a reality. It is left to destiny. 
Companies are fighting with the idea of transparency. For marketing purpose they will say they are working on becoming more transparent but as soon as you take a look at it you can see people, departments fight to keep things as they were.

Consequences of dark management

Managing from an a ego centered perspective has created many problems and reinforced dark management practices. Those are few examples:
  • there are no clear roles and tasks: some people just spend their time getting busy not getting work done
  • results are less important than appearing busy
  • power games, politics, competition hurt the company development
  • incentives encourage egoistic behavior 
  • resources are wasted
  • information are hidden
  • processes are unclear if not nonexistent
  • software are changed so often that employees cannot keep up
  • software are used as a solution when the problem is structural
  • employees expectations, needs and rights are ignored
  • ...
Does this sound familiar to you? 
It does resonate to almost every person I could speak with. People are very pessimist and do not think it can be changed. I am here to challenge you on that. 

Transforming to survive

The internet changed the way we look at the world because now we can access information almost instantaneously and connect with anybody online.  Our belief systems are evolving and so are our expectation when it comes to business. We should be more aware and taken into account when changes are coming. 
The business world is facing a paradigm shift from the machine oriented management to a management of the living. Companies are living creature made of unique individuals which aspiration, development and implication create value to the world. 

Transparency issues: 

The companies who try to transform need to learn how to become more transparent. It is a complex task because some of them emerged during a very different era of thinking. The companies' culture is sometimes in opposition with the new paradigm.

How can a company become transparent and follow the values, vision and mission that were thoughtfully written on their website?  
  • A diagnoses of the company situation must be made
  • Leadership must accept to share information
  • The company's issues must be acknowledge 
  • Organization structure must be revisited
  • Incentive must encourage transparency
  • Good behavior must be rewarded
  • Bad behavior must be punished
The bigger the company the harder the change and the most dedication is required. After the transformation the company will not look like as it was before. It is like a caterpillar transforming into a butterfly.
On the 22nd of March 2017, at #Cebit2017 , I moderated a panel discussion for the #Konrad-Adenauer-Stiftung on the chances and risks that the digital transformation creates for businesses of all size. The panelists represented organizations such as Startup, Research Institut, Medium Sized companies and a world wide known company:



  • Johann Jungwirth, Chief Digital Officer at Volkswagen AG
  • Daniel Schnitzler, Prozess Manager at Tesyo. Tesyo technologies GmbH (Startup)
  • Kevin Füchsel, Leader of Strategie, Marketing und Communication at Fraunhofer IOF (Research Institut)
  • Herr Gerschewski, Geschäftsführer at IndiKar (Medium Size company) 

We discussed about the implication of the digital transformation on IT-Security, Process optimization,  innovation and the connection of companies to people thanks to the internet presence.

Here are my top 10 nuggets of knowledge that I want to share with you:
  1. Companies recognize the importance of IT-Security but a lack of standardization makes cooperation between companies difficult
  2. IT-Security standards should not be enforced by companies but by the government
  3. The politic should develop a stronger framework for IT-Security
  4. Computers are giving us more innovation power and won't replace all workers. 
  5. The education system should adapt to bring the new required skills to future workers and simplify long life learning 
  6. Process optimization is complex because one must take into account the human resistance to change
  7. The real challenge is to support people during change
  8. Big companies are learning how to work with agile methodologies by creating center of competences
  9. Startup and medium companies are now more visible. Client now look for information in the internet in order to evaluate the company. This mean that companies must manage their presence. 
  10. An online presence is not only having a website. It is also offering information about your company on social media such as YouTube, Facebook, Twitter

Earlier in Europe the digital transformation was only seen as a danger for companies.I could sense a change in perspective during this panel discussion. Organizations of all size are trying to take advantage of the digital transformation. Now companies experiment new ways of working in order to remain competitive in a world where the internet as blurred the frontier between 80's science fiction and reality.

It is your turn to tell us what you think. Comment this post and tell us what the digital transformation is bringing from your perspective.

Erstes Workshop in Stuttgart am 8.03.2017 um 13:30

mehr Infos hier:
https://www.facebook.com/events/1866492930271637/?ti=as

How could you improve feedback sessions? We all received and gave feedback but it can be puzzling as it may end up into a blaming or a congratulation session. As a manager you want to give constructive feedback in order to improve your team effectiveness. You may also be reluctant to give feedback because it is personal and can create discomfort. As an employee you may be looking for a way to get the feedback you need when your manager is not taking the lead.

Finding an approach that represents you and does not feel useless is sometimes complex . On one side, there is the feedback giver who wants the feedback to encourage the person to deliver a specific outcome or a new behavior. On the other side, there is the feedback receiver who may feel attacked because the comments may mean that he is not "good enough" or the feedback do not support him to improve his work. Feedback sessions can be an highly emotional moment when both participants come with some kind of angst. Giving and receiving feedback is hard when we focus on the "potential negative reactions". One key to success is to always focus on facts that can be observed from both sides.

Let's concentrate on how to give "negative" feedback in this article. You should always give positive and negative feedback in order to balance the discussion. I cannot believe this person is doing it all wrong!

A good feedback to see a change is a Fact feedback.

Can you remember a time when someone told you something sounding like "You are stupid! You should not have done that!" and your immediate reaction was "fight / flight or freeze". This did not help change anything. You should focus on facts and explain why the result of action "A" was not what you expected. For example, one employee may deliver bad oral presentations. You will not start saying that the person is a bad speaker. In stead you will mention facts like: I realized that you'r saying to many "hum", you do not look at the people.... Then you will give the person a detailed description of what you expect from them in the future. Help them to focus on those areas of improvement.  

Do not give feedback, give feed-forwards.  

Feedback are focused on a past that you cannot change. Focusing on the future actions that the person should take is empowering. It is your role as a feedback giver to frame the desired behavior the person should show. You have some homework to do before the feed-forward meeting. Observe and take notes about the feedback receiver's actions and list what you really expect from them. Be clear about what you expect from the person!

Steps to prepare for a feed-forward session

This method should be used to prepare for each individual session. The Feedback preparation starts way before the meeting itself. For each person, you should keep the following list up to date. 

Observe behavior: 

A leader that I know writes his observation on post-it and keep them all in a personal folder. He opens it few weeks before the meeting in order to clarify what the employee will need during the feed-forward session. 
  1. List positive behavior you observed. Use examples to back up your list.
  2. List new behavior that the person should start showing up. Use examples to back up your list.
  3. List undesired behavior that the person should stop. Use facts and example to back up your list.
Yes, there is a lot of repetition but please back up every observed / desired behavior with an example.

Prepare for the meeting: 

Are you sure that your suggestions as backed up with facts? Avoid being judgmental because it will not help the person grow. We grow when we believe we can learn more not when we think we are going to fail.
  1. Prioritize the list of behavior and create a list of things you want to discuss with the employee. Everything you observed may not need to be discussed. 
  2. Make sure you are talking about specific facts and please, not alternative facts ;)
  3. Do not make it personal. Do not attack the person.

Lead the meeting using facts to support your argumentation

  1. Explain that the aim of the meeting is to help the person develop itself and become better at what they do 
  2. Describe the positive behavior that you appreciate.
  3. Describe the new behavior that will help improve his / her work and give examples of how the person could implement it in the daily business. 
  4. Describe the behavior that you think the person should not have anymore and explain why. 

After the meeting: FOLLOW UP!

As a feedback receiver there is nothing less discouraging than not hearing from our manager after taking the decision to work on yourself. Plan follow up meetings with the person on a weekly or monthly rhythm. It is important that you follow up on the new behavior that the person should show and remind kindly that some behavior are not acceptable.

I hope you enjoyed this article and please share it with people who may need it or find it interesting.

I have worked in different companies and always wondered why change never happened. I studied Organizational Sciences in an attempt to understand why change strategies fail 70% of the time. I have read, discussed and observed bad communication, ineffective leadership, self´sabotage and many other factors that influence negatively change. I also found reinforcing information on how to create a functional change process. I decided to become a consultant in order to accompany companies. I am sure we can increase the change success rate by taking into account the human side of change. As individuals change is difficult even if we aim for a better work-life balance or to become a better employee / leader. Putting our ideas into action is difficult as we have to change our habits. At the organizational level it becomes even more difficult. It is not only one person trying to change it is a team, a department, a whole company... This group dynamic is difficult to apprehend. In this post I want to warn you about a trap in which I have seen too many companies fall.  

The consultant point of view: Managing everything but change

As a consultant. I faced disappointment. I was called in to analyse a company process and realized that the thing expected from me was to confirm that something went wrong. The decision to do something about the "problematic" process belonged to a higher level of management which I was not in contact with. I had little to no influence on the change process itself. It made me think and think again about how I could improve my intervention in the future. I realized how important it was for me to not only look at problematic processes but also do something about it. When I asked people involved in the process few months later. I heard the same complains from employees. Unfortunately, I am not the only consultant facing: Resistance to change. It is for sure a 2-ways dynamic where both the consultant and the client could better work together. 

Pain is the only reason why people and organization change but we are like frogs in boiling waters. We wait until it is too late...

Now, why do some companies change while others just cannot do it? It is all about feeling pain. If the current situation is not painful or unpleasant enough then companies stay where they are. Think of those frogs that are put alive in a pot of water. The cook increases the temperature until the water boils. The frog remains in the water because it does not feel the temperature increase, the pain. It will only react at the last moment but it is too late. The frog has no more energy to escape. This frog syndrome takes place in companies too. They are boiling in their own water. Some consultants outside the pot see it coming and try to alert the company. It does not listen because it is so comfortable. They know their pot very well and do not care about finding another one. They do not suffer. In companies, you need very alert and sensitive employees that cannot stand the increase in temperature. You need pessimist frogs. The one that jump out as soon as something is wrong. The one that see the danger coming and alert you. First of all you need to listen to them. If you are not ready to listen. Do not come later and complain about a failure.

Metrics as an alarm system to avoid the frog syndrome...

Let's get out of the frog comparison for a moment. How do you know that the situation you are in, is one that endangers your company? Let's look at some metrics because decisions without data is like Bungee jumping without a rope, deadly. You can ask your employees through interviews or questionnaire about their repetitive difficulties. You can use the rich picture methodology to help you visual processes. You can also analyse the employee turnover rate, the satisfaction level or the employee engagement. If those numbers are going in the wrong direction, you must think about the frog.

Alarm system & intervention crew

Putting an alarm system in place is a first step. The next one is to create a change intervention crew because why have an alarm system if it is not linked with a police station? The crew can be made of current employees at different level of the company or organizational development professionals. They will help recognize critical signs while understanding your company and how it ticks. This group should be responsible for the problem analysis and change implementation. The most important is to listen to your employees and develop a solution with them. Communicate about the planned change. Reuse the same metrics to evaluate the evolution. It should help you decide if you have still something to improve.

Learn to listen to your company

if you liked this post or find it useful share it!

I would love to hear from you and learn more about your experiences and thoughts, just comment this post and I will get in touch with you. 

Es ist manchmal seltsam, wie wir Unternehmensprobleme lösen vor allem, wenn es darum geht Anderen zu helfen. Wir geben Leuten die Lösung, in der Annahme, dass sie es nicht allein schaffen können, oder wir geben den Mitarbeitern die Werkzeuge und das Wissen, die sie dafür brauchen. Wir sehen es täglich in Firmen. Auf einer Seite kontrollieren einige Chefs  jede Bewegung Ihrer Mitarbeiter. Auf der anderen Seite geben Führungspersönlichkeiten ihnen die Kraft, ihre Ziele zu erreichen. Ich habe schon den Unterschied zwischen Chef und Führungspersönlichkeit in einem anderen Beitrag erklärt (auf Englisch). Die Chefs sind nicht bereit, ihr Wissen zu übertragen. Führungspersönlichkeiten im Gegenteil unterstützen das Lernen und geben Hinweise, wenn Mitarbeiter sie benötigen. Manchmal wiederholen wir einfach, was wir gelernt haben, ohne wirklich zu verstehen, was es bedeutet. Wir wissen, dass 1 + 1 = 2, aber wissen wir warum? In ganz bestimmten Situationen kann 1 + 1 gleich 1 oder 3 sein. Es hängt davon ab, was diese Zahlen und Zeichen repräsentieren.

Wir haben gemeinsam Wissensstrukturen erschaffen, die eine schnelle Erweiterung von Ideen ermöglichen. Leider vergessen wir manchmal, dass die Person vor uns nicht das gleiche Verständnis oder Wissen hat. Es ist der Fall, wenn wir versuchen, ihnen zu helfen oder wenn wir denken, dass sie wissen müssen, was 1 + 1 macht. Wir gehen davon aus, dass wir es besser wissen, obwohl wir in der Tat nur unseren Weg kennen und nicht ihren. Wie viele Konflikte entstehen, wenn eine Person oder eine Abteilung einer anderer helfen will? Sie bekommen eine gebrauchsfertige Lösung vorgeschlagen aber nehmen diese nicht ernst oder lehnen sie ab. Das kommt Ihnen bekannt vor?

Ja, Sie waren in einer Situation, wo jemand versucht hat Ihnen zu helfen, obwohl Sie das nicht wollten. Als Führungspersönlichkeit sollten Sie herausfinden, ob Ihre Mitarbeiter Hilfe oder Befähigung brauchen. Mitarbeiter brauchen Hilfe, wenn das Problem nur einmal auftritt oder die Lösung ein ganz spezifisches Wissen benötigt (z.B. Softwareproblem). In diesen Fällen macht es nicht unbedingt Sinn, eine neue Fähigkeit beizubringen. Ich würde Sie ermutigen, neue Fähigkeiten beizubringen, wenn die Probleme häufiger auftreten.

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Es gibt 6 Hauptunterschiede zwischen  Befähigung und Hilfe. Hier sind sie:

Befähigung:

  1. Sie verstehen den Hintergrund von einer Person / Gruppe
  2. Sie beurteilen Kompetenzen
  3. 2-Wege Kommunikation
  4. Sie schlagen mögliche Wege vor, um das Problem zu lösen
  5. Sie stellen Werkzeuge zur Verfügung und entwickeln die Kenntnisse Ihrer Mitarbeiter
  6. Sie begleiten und geben Hinweise

Hilfe:

  1. Sie kommen als Retter
  2. Sie beachten nicht die Hintergründe der Menschen
  3. Sie unterschätzen die Fähigkeit der Mitarbeiter zu lernen
  4. 1-Weg Kommunikation
  5. Sie verwenden technische Sprache, die nur Sie versteht
  6. Sie geben Richtlinien vor, ohne ihre Konsequenzen zu erläutern
Mitarbeiter ermächtigen, bedeutet die Verantwortung an Mitarbeiter zu übertragen. Wenn man Mitarbeiter hilft, entsteht eine Abhängigkeit zum Helfer. Es ist wahr, dass wir alle voneinander abhängig sind und dass jede Abteilung eine Spezialisierung hat. Leider herrscht die Überzeugung, dass IT-Leute die HR nicht verstehen oder nicht davon lernen können oder dass die Finanzabteilung nicht Hand in Hand mit R&D arbeiten kann. Das lähmt jedoch die Firmen. In solchen Firmen zu arbeiten, erlaubt nicht das Grundproblem zu verstehen und zu lösen. Dies kann dazu führen, dass die Probleme wieder auftreten und den Teufelskreis füttern, wo der Helfer immer wieder helfen muss.

Ich sage nicht, dass es leicht ist, von der Hilfe der Menschen zur Befähigung zu wechseln. Ich sage es ist ein Muss, wenn wir in Unternehmen arbeiten wollen, in denen nachhaltige Lösungen gefunden werden sollen. Menschen sind kreativer, Fragen sind Chancen und Lernen ist eine gemeinsame Sache. Es ist auch lohnender zu sehen, dass Menschen über ihre Schatten springen und Lösungen für Probleme finden, die sie sehr gut kennen.

Wer ist der kompetenteste ein Problem zu lösen, wenn nicht der der das Problem hat?

Menschen brauchen Ihre Hilfe nicht, sie müssen in der Lage sein, ihre eigene Probleme zu lösen.

Hier ist, wie Sie von "Hilfe" zu Ermächtigung gehen können.
  1. Stellen Sie Fragen, um den Hintergrund zu verstehen
  2. Beurteilen Sie die Kompetenzen und das Wissen
  3. Entwickeln Sie eine 2-Wege-Kommunikation mit Feedback von beiden Seiten
  4. Definieren Sie gemeinsam Lernbedürfnisse und Wege, um Probleme zu lösen
  5. Bringen Sie Fähigkeiten und Kenntnisse bei
  6. Begleiten Sie Ihre Mitarbeiter zur Lösung

Ermächtigen Ihrer Mitarbeiter hilft, deren Engagement zu fördern. Wir müssen auch berücksichtigen, dass nicht jeder Mitarbeiter den Wunsch hat, befähigt zu werden. Sie wollen nur geholfen werden. Es ist Ihre Rolle, diese Notwendigkeit zu bewerten und sicherzustellen, dass Ihre Mitarbeiter engagiert sind.

Ich schätze wirklich, wenn Sie meine Posts teilen und sie kommentieren.  Schreiben Sie einen Kommentar unten. Ich freue mich darauf !

Original in Englisch hier: Empower vs. Assist your employees

2017 is here and like every year leaders as almost every one else want to benefit from this momentum to change work processes, organizational habits or culture, location, change, change, change... but are we really capable of change?

If you look into your own work experience. You will realize that this desire for change comes from a discrepancy between "what is" and "what you think should be" or "what you wanted to achieve". This discrepancy makes leaders think about all that could be improved. They start listing all the things (processes, Talent management, strategy, communication...) that they want to change. Let's be honest, this happens more often than once in a year at new years Eve.

Most of the time as a leader you can feel overwhelmed by all your responsibilities. In some ways you accuse circumstances, workers, the political game, or what ever kind of alibi there is for the current situation. "If the new vision did not bring the desired outcomes, it is because of the company team leaders, lazy workers, the lack of communication" but where are you as a leader in the equation? When you accuse others of the situation you are giving up your power to decide, to act, to influence. You probably had a plan but it did not work out. Why? Do you have an overview of your company communication, change management, performance...? Are you listening to your company inner voice?

Stop complaining and become an actor "a leader" of your organizational life. First, you have to be clear about your current situation. Then about what you want for your company or team and to finish create a personalized plan to achieve your goals. 

Here is a self-administered questionnaire to help you create a lasting change: 

If you want a printable version of this questionnaire just Email Me

Change is hard, change is challenging, change is scary but when people see your behavioral change they will change too. You should lead by example because as social beings we repeat behavior that we see in those we consider leaders or our hierarchical supervisors. This is how companies' cultures are changed. One person at a time. If you can change they can change too. You can then empower your employees to lead the change themselves.  

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