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The first task in our business was establishing contacts.  Because we had business associates throughout America and Africa, this was relatively easy.  In addition, all our investors were bringing to the company many years of experience and through that, had already established many contacts.  We...

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Polo shirts are a classic T-Shirts. They are comfortable to wear, but they give the vehicle style and elegance. Polo shirts are a classic T-Shirts. They are comfortable to wear, but they give the vehicle style and elegance. Therefore they are attracted to like leisure time as well as during the work....

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Orell Fussli

Posted by Geneva | Posted in News | Posted on 26-10-2014

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Even in bad times, a catalyst sends first appeals like this: we want no rules make you where you want to save. “As you all know from home, how to run a household, if it goes less well.” And then he invites the staff an fireworks of idea of. Disconnect the playfield and the player fertilize a catalyst is the playing field, where its competent people can then play not too big but not too small, depending on task and employee type. He creates orientation, dictates the requirements and ensures a smooth process. After the corner points of a task are discussed, he withdraws.

He intervenes only in case of an emergency heading. A few clear rules of the game determine what goes and what doesn’t. A fast error-learning culture and regular feedback loops ensure a rapid progress of projects. Be regularly discussed the following points: what has been done since the last time? What are the next steps? What has particularly well folded? What obstacles have surfaced? What can we do better next time? Communication is easy, fast, open, honest and trustworthy in all of this. The difference between yesterday and today while when old projects constantly increase, because you have to wait on decisions from above, is the approach here fast and agile.

When old involves mainly the marionettenhafte processing of requirements according to standards, norms, and plan – paired with control, threatening mechanisms and elaborate hedging documentation upwards. When new the team can concentrate flexibly on the always new surprises of the market and the volatile wishes of the customer. Three important ingredients in: personal responsibility, binding agreements and reliability. So, promotes a catalyst the self-organization of his people and practises a customer-focused leadership. Altogether, catalysts in the leadership team offer the best conditions to achieve excellence in high performance teams. Insert a perfect base for top performance and economic success. In the face of new forms of work, the increasingly flowing to digital natives, the versocialisierten business world and the powerful customers, this form of execution in the future will be probably inevitable. Books on the subject of Anne M. Schuller customer proximity in the Executive Suite as you kundenfokussiert staff lead Orell Fussli, Zurich, 3rd Edition 2011, 26.50 Euro / 44.

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