Warum die meisten Führungskräfte Konflikte nicht ansprechen Konflikte ansprechen im Team – das ist für viele Führungskräfte die unangenehmste Aufgabe überhaupt. Lieber wird geschwiegen, ausgewichen,
Clear responsibilities, priorities and clear communication strengthens the team's "immune system" In a world full of complexity and uncertainty, clear communication becomes a key factor for success.
In the fast-paced world of startups and entrepreneurship, effective conflict management is key to leadership success. Whether it's team disagreements or strategic decisions, knowing when
Stell dir vor: Ein einziger ungelöster Konflikt in deinem Führungsteam kostet dich 50.000€ – pro Jahr. Nicht durch Gerichtsverfahren oder Kündigungen. Sondern einfach durch verschwendete
In the world of start-ups and entrepreneurship, there is often a lot of pressure - be it in terms of time, finances, shareholders or customers.
Conflicts? Are often the order of the day. How do you deal with them?
Barely two years after the coronavirus pandemic, many companies are facing tougher times again: Stagnating or declining sales, investors who turn out to be "fair-weather investors" at the first sign of trouble and increase the pressure instead of providing support, and increasingly complex and challenging financing rounds characterise the picture.
In our often hectic everyday lives, how we deal with stress is crucial. Our brain and autonomic nervous system play a central role in this, controlling every sensory experience and every action.
For a year now, I have been supporting a project of my network partner, businessforce AG. It is a systemic transformation in a large corporation, characterised by more employee participation and the allocation of decision-making powers to the organisational depth.
Anyone who has been reading the management magazines and blogs of this republic for 2-3 years has the feeling that something fundamentally new has been invented: New Work (with meaningfulness, mindfulness, Shout Out Loud), agility, self-organisation, etc. with which companies can virtually reinvent themselves, arm themselves for digitalisation and position themselves for the future.
Decision-making teams or leadership teams - whether entrepreneurial teams, co-founder teams, founder teams or executive teams - often reach a point at which they realise and ultimately admit to themselves that there is a hitch in their collaboration. In most cases, an unresolved situation escalates into real showdowns, into conflict escalation in management, which then becomes public - especially in DAX companies.