In an interview a long time ago, German soccer legend Franz Beckenbauer replied to a reporter's question "What do you most wish for in your team?
"I'd be happy if every player could at least correctly control the ball after receiving a pass."
For all non-soccer friends: Controlling the ball after a colleague's pass is a basic requirement for a good game. Nevertheless, any amateur player can tell you that this is not so easy.
What does this mean for your team? Here are three ideas:
"I can't reach anybody in summer anyway!"
"People are all on vacation anyway!"
"In July and August, we can take things a little easier. In September we'll be taking off again!"
Do you sometimes hear such statements from your people (and from yourself)? Well, here comes another uncomfortable truth (you're used to that from me): the most prolific people never say such things. They step on the gas just when the others are relaxing.
"But you can't ignore the facts," I hear you say, "there really aren't many people in the office!"
Attention: You hear me, again and again, warning you about the myths that we constantly tell ourselves. Only this doesn't make them true!
Even if you're not watching the Soccer World Cup, you've probably heard that the German team - the previous World Champions - were eliminated in the early group stage.
From the perspective of success, it is not only the fact itself that is interesting, but also the “how” and “why”. The question behind it is quite simple: how can a team of world-class players play so poorly?
Before you look gloatingly or disappointedly at the German soccer team, ask yourself how you and your own team are doing.
The good news first: You are already outstanding! Moreover, you can be outstanding on almost any topic.
What do I mean by that? Simply: Everything you practice consistently long enough will get into your "blood" so much that you will be significantly better than average. So far so simple. Here's the thing:
Most people do not apply this simple wisdom consistently and are not even aware of their daily routines.
Examples: If you complain daily about the difficult circumstances, you will be top class in blaming. If you don't do sports, you'll be world-class at avoiding sports (yes, that's a habit too)! If you spend 80 percent of your time in meetings every day, you will be outstanding at attending meetings.
If not, change your daily routines. Three ideas:
You probably know this: the longer you deal with a topic, the clearer the most important drivers for success become. This applies to cooking and programming, coaching and so on: at some point – with experience– you know the decisive moves.
I experience the same with my core subject, the maximization of success. In my various conversations, there is always a reason that prevents people and teams from seizing opportunities and becoming more successful.
The reasons for this are mostly known and lie in the mindset and there above all in the fears we all have somewhere. This can be excellently addressed through coaching.
Why is soccer so popular in many parts of the world? Here are three ideas and one conclusion for your business or team:
First, do you offer your team members and customers a strong sense of identification? Do you make your products or services simply "experienceable"?
Second, does your team have the fighting spirit to win? Do all members have the corresponding...
It is often important which words you attach to topics. Do you speak in conditional or indicative? Do you say "we will" or "we want"? Do you choose superlatives (e.g. "the shortest delivery time") or do you talk indefinitely ("a short delivery time")?
I had discussed the meaning of language elsewhere. Today, I am concerned with the misleading term "change management”. Here is what I mean:
When you "manage" change, it means you are reactive. Management is not shaping, but controlling. You control and optimize what happens anyway. An important function in companies, but not for change!
Change must be initiated, shaped and guided. This has nothing to do with management, but with leadership.
Examples: The keys on your computer are arranged in the way they are ("QWERTY"), so the hammers of the mechanical typewriter get caught as little as possible when writing quickly (which is why frequently used letters are as far apart as possible). The "album" of a musician has about 12 classical pieces of music. This is because vinyl records simply couldn’t fit more than 20-30 minutes per side.
There are dozens of such examples. How many of these do you have in your own team and company? Often, it doesn't bother any more. However, significant increases in success are almost always only achieved when these old braids are questioned and replaced by something fundamentally new. But first, you must be aware of them.
We are all leaders, whether we like it or not. The question is how well we lead. Here is what I'm talking about:
You have certainly heard that what you say is far less decisive than how you behave: In every direct interaction with other people, we automatically see which of their behaviour seems threatening to us, which we can trust and which we should copy. This runs fully automatically.
The consequence: The more you consciously choose your behaviour, the more you can be exemplary for others and thus a good leader.
It's a simple truth: the most successful companies and individuals have better strategies than the average. Or to put it another way: many of the average companies have no strategy at all, but at best an extrapolation of the past.
How do I know that? Well, quite simply: a strong strategy always needs a strong vision first of all: Where exactly do we want to be in 3 years?
Most companies I see just don’t have that. And there is no point in meeting once a year to define a "strategy". The result is usually, at best, a plan without ambition.
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