High Performance and the Human Touch E-Book

Frank Breckwoldt

• Herausgeber: GABAL
• Kategorie: Fachliteratur
• Serie: Dein Business
• Sprache: Englisch
• Veröffentlichungsjahr: 2014

Seitenzahl: 214

Beschreibung

There are still companies that believe that they can achieve the best results through high performance in business alone, instead of applying the human factor. These companies operate under stress and anxiety. In the end, the best employees leave the company first. But the human factor without high performance does not work either. Despite the importance of a good atmosphere in a company, it is not a sufficient guarantee for lasting quality performances. In the long run, a company at the highest performance level will only work when high performance AND the human factor characterize the leadership in equal shares. In the end, companies never profit at the expense of their employees, nor do the employees profit at the expense of the company.

Leseprobe

For Edith Breckwoldt ( August 2013), the love of my life

Frank Breckwoldt

HIGH PERFORMANCE AND THE HUMAN TOUCH

The pragmatic concept of leadership for healthy top performance

Translation from German by Penelope Pohlner

The German Way

Content

Preliminary

1 GROUNDWORK

Definition of the league

Who goes before what

The leadership rank

The concept HIGH PERFORMANCE AND THE HUMAN TOUCH

Definition “HIGH PERFORMANCE”

Definition “THE HUMAN TOUCH”

The scales’ principle

Requisite for staff high performance

Requisites for first class leadership

Basic principles for first class leadership

II THE 35 POINTS OF FIRST CLASS LEADERSHIP

Inner Leadership

1.

Recognise who you are

2.

Believe in yourself

3.

Face up to difficult matters

4.

Develop passion for the matter

5.

Deal with things in spite of uncertainty

6.

Be aware of your emotional state

7.

Get assistance if needs be

8.

Appreciate the seed as well as the harvest

9.

Consider and heed small successes

Implementary Leadership

10.

Proceed to action

11.

Act according to a plan

12.

Build up a team together

13.

Keep going new ways

14.

Develop personal courage

15.

Lead plainly and simply

16.

Go step by step

17.

Show yourself as a manager

18.

Ensure commitment of agreements

19.

Develop your staff

20.

Let go

21.

Lead individually and with variation

Outer Leadership

22.

Convey overall objectives

23.

Keep an open ear to staff’s wishes and ideas

24.

Be predictable for your staff

25.

Believe in your staff

26.

React to mistakes in a performance-promoting manner

27.

Give your staff self esteem

28.

Convey responsibility and authority to your staff

29.

Give your staff your time

30.

Set a good example

31.

Commit and push your staff

32.

Wait on your staff

33.

Vouch for your staff

34.

Be fair up to the finish

35.

Recognise that you can only win together or not at all

III REALISATION

Conclusion

Self-commitment

ANNEX

Acknowledgements

Self-assessment profiles

Inner Leadership – my profile

Implementary Leadership – my profile

Outer Leadership – my profile

The author

Preliminary

There are always people in a business who actuate everything – or who do not! This is one of the main discoveries which I have made over the years I have been as entrepreneur. By this I mean everybody in a business, from management level up to a temporary worker. Every input towards the final effort, whatever the level, is important for the complete effort in a business – if it is done on a high level. This is a pre-requisite.

The main question: how does an achievement climate arise?

From this arises the fascinating question: Why does one person achieve and the other does not? Or put in another way: Under which conditions are people normally prepared to really engage themselves in a business and bring in their performance potential?

This is the question which is behind the leadership training programme I have been carrying out successfully for many years. The success of the sustainability achieved with the participants is assessed as well, i.e. putting the training into action within their own team leadership on a long term basis.

My own situation however limits my training work quite clearly as two colleagues and I are managing an international hairdressing company founded by myself with about one hundred salons and one thousand employees. And therefore I would like to pass on the training in book-form too. The sustainable effect is important for me as well, as with the training, by pragmatism and clarity, not face to face, but black on white for checking purposes.

You, as the reader, can judge as to how far this is successful. I would be very happy if you would let me know of your experiences in the use and implementation of the book contents, with critical judgement as well. At the end of the book, there is an email address for contact.

Feedback on the effects of the training is important for me too; as I benefit from your experiences as I benefit from each of my trainings because I always learn from these as well.

My trainings and this book have not developed from the assessment of my own splendour as entrepreneur and executive. On the contrary, I have taken on many risks in my life as entrepreneur and have not always won, but sometimes lost seriously. The sum of these positive and negative experiences adds up to the essence of the training and this book.

Pay attention to the contents which you react against

Back to the contents: There are surely many points which you agree with, which you today as a manager live with. This is then confirmation and tailwind for you but you ought to be very vigilant especially on those contents with which you are not totally in agreement with, where maybe you feel opposed to or where you are not in any kind of agreement at all. For where it hurts most, is, as a rule, where you can get the most for your own development. Therefore deal with it.

It is not my aim for you to change your opinion or conviction. The important thing is more so the reflection on the particular contents, the intensive analysis, your contemplation on your role as manager and your own fundamental managerial manner. The read will then be worthwhile for you.

Shaped by experiences in my youth I am a convinced team sportsman – individual kinds of sports have never been of interest to me. Many years of playing soccer and later on hockey have had an effect on my insight of management and teamwork.

As with soccer, in business it definitely comes down to the effort of the individual. It comes down to each person doing his job on the highest possible level. However an individual alone cannot win, for lasting success teamwork is necessary.

Transition from the employer market to the employee market

In the interaction of employers and employees there has in recent past been a vast change: namely the change in the labour market. Up to a short time ago a whole managerial generation only knew the situation of a labour market with relatively available workforce, thus rather the employer market. This has in the meantime changed. This development started in 2010 in the apprentice market; for the first time for many years there were more apprenticeship vacancies offered than applications. This then carries on very quickly into the general labour market. Just think of the expression “skilled worker shortage” which we hear about in the media all the time. And that only describes part of the situation.

This changeover to employee market makes high demands on a business. Excellent leadership culture and the business’s reputation on the labour market are becoming more and more the key question for future capability of businesses. Excellent leadership quality is becoming the competitive advantage. The conception HIGH PERFORMANCE AND THE HUMAN TOUCH is becoming more and more up to date because it shows a pragmatic way how businesses can master this challenge successfully.

Wherever there is talk of employees, colleagues or other persons or groups, women are of course meant just as men are. I am foregoing using both forms to make reading flow easier. My esteem towards women is manifested not only in the fact that I myself have a business with 90 percent women employees, among which are many managerial personnel. I highly regard and experience women’s high performance quality on all hierarchical levels.

1GROUNDWORK

Key question for leadership

We are on our way! The question of all questions as mentioned is the golden thread regarding leadership: Under which conditions are people in the business venture as a rule prepared to incorporate their potential on a high level long term? The answer to this and its consequential implementation leads businesses to the top.

Definition of the league

Everything begins with an entrepreneurial decision: In which performance league do I want to play in with my business?