It is a well-known wisdom that our true character shows up in stressful situations. Because in this case the control by the conscious mind is reduced or switched off.
Great leaders are distinguished by the fact that they are outstanding leaders especially in stressful situations where "sunshine managers" often fail.
On the contrary, we have recently witnessed a sad demonstration of bad leadership: the catastrophe of the collapse of the Morandi bridge in Genoa in Italy is terrible. I have been here several times and, I am certain that I have already crossed the bridge.
What was needed right after the accident was a prudent clarification of the causes to ensure the prevention of an incident like this from ever happening again? That is precisely what we must expect from the political leaders.
Some have apparently failed this test and provided a sad example of catastrophic leadership (as if it wasn't already enough of a tragedy).
Studies are one of those things: you always have to understand the context before drawing conclusions.
I recently stumbled across a study by Ethan Bernstein and Stephen Turban - two academics from Harvard Business School - who concluded that people in open-plan offices communicate less openly (and more by email instead).
The reason seems clear: people don't want to expose themselves to others with their statements.
Here comes my diagnosis: If you have this problem (that people are afraid to open up to their colleagues), we have a real problem with culture. And open-plan offices simply disclose this (similar to how the reduction of inventories reveals problems in production).
What applies to individuals is just as true for teams: The most important foundation for outstanding success is success habits, which are fed by the beliefs.
Sounds simple, but hardly anyone pays attention. Look around you, do you know even one outstanding team that has destructive habits and is unproductive? Or that doesn't believe in its own success?
The good news: you can (and must) train your beliefs and habits.
The same applies to teams. Here are three ideas on how you can improve the performance of each team:
Does this sound familiar? You try to explain to your team (or your colleagues) again and again what matters, what needs to be done and which skills are particularly important right now.
You may even invest a lot in training and education - only to realize the results are limited.
Here comes the exciting thing: the best of the best have different focuses and are therefore at the top. Leadership and sales legend Brian Tracy has coined this formula: (IA + AA) x A = IHP
This means: the inborn attributes (IA) plus the acquired attributes (AA), multiplied by the attitude (A), result in individual human performance (IHP). The important thing: the attitude (A) is the multiplier.
And this is exactly the attitude you have to work hardest on to achieve outstanding success.
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...
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