Ways to Career and Promotion
As a Specialist, Colleague & Employee to the New Job as a Superior. Achieve your Goals with the Right Skills for Success as a Manager, Leader & Boss
Simone Janson (ed.)
Published by Best of HR - Berufebilder.de®
Ways to Career and Promotion
1st edition, 10.08.2019
© 2019 Publisher Simone Janson | Best of HR Berufebilder.de®
Conception and editing: Simone Janson
Cover design: Canva
We are moved by the idea to make the world of work more human - without constant pressure for efficiency, stress and fear. As Publisher Best of HR - Berufebilder.de® with podcast, eLearning-on-demand offers and news service we share 15 years of experience with our customers (Samsung, Otto, state institutions). By the Top20 female blogger and consultant Simone Janson, referenced in ARD, ZEIT, Wikipedia .
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Content of the book
Ascending, making a career, getting promoted are considered by many to be highly desirable. But how do you convince superiors of their own qualities and abilities? How to communicate your career ambitions correctly? How do you lead his colleagues who have been treated as equal? And how do you deal with the competitive situation in your own team? This book shows the best ways to promote and gives many practical tips for career-ambitious.
This book offers you compact knowledge in a quick overview of the topic as well as tried-and-tested advice. It helps you to make decisions step by step, to succeed and to include numerous overviews and checklists for easy readability.
Structure of the book
It deliberately deals with different, possibly even contradictory facts of the topic. This will allow you, as a reader, to shed light on the various pros and cons of the topic, to reflect on it, and to balance each other in the event of a decision-making process.
You support the clear structure and our special, very detailed special table of contents to find the information you want quickly and as needed and implement it directly for the practice.
Finally, you will find numerous best practice tips and examples of successful managers, entrepreneurs and other exciting personalities.
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Bosses between assertiveness and teamwork: darling or dork?
// By Barbara Haag
In the daily routine of the game, the question of role and behavior patterns arises. If one is too nice, one is liked, but perhaps not respected. If one is too harsh, one can perhaps get through, but loses sympathy points. How to solve the dilemma?
Everybody's darling or dork on duty?
Whoever wants to push things can not be Everybody's Darling. Or is it? Those who value human contacts should be able to save themselves for private life. Is that so? Can one be really nice at work or have a strong social incompetence?
Which prejudices do the representatives of the two camps face each other? Is there the golden mean? And how do executives find out if their team is better served by the guy "lonely wolf" or "Mr. Nice Guy "fits; How can you assess the motivation behind the actions of your employees?
A-types and B-types - cliché or reality?
Most of us know both extremes: colleagues A, who is competent and who is asked for support, because he is not afraid to go through when things need to be done quickly. When he is playing in the coffee kitchen, he is usually not there - and is not really missed on such occasions.
Then there are Collegues B, who just clashes with everyone, who also takes time for the interpersonal, which one can at any time ask for an assessment of the film, which he last seen in the cinema and which one then, depending on how the Judgment fails, also looks or not.
Who would you rather have in a team?
Who would you prefer in your team? Are you already working with both colleagues? Which of the two is the more competent?
For example, is it possible to imply that Type B is not as interested in his career as Type A (according to experience, B-types are often ignored in favor of A-types during promotions)? And how much feeling can you afford in everyday work?
Envy - but a good feeling?
Take as an example a supposedly "bad" feeling that we are always told not to allow: envy. The PsyBlog website explains the benefits of "benign envy," that nagging feeling that we miss something that we see in others.
These little stitches may be good for us (as long as we feel the other deserves its success, otherwise we will really be seized only by an unproductive, destructive envy). Benevolent envy can motivate us, give us hope, make us more creative, and let us look at things from a different perspective.
Assertiveness does not make it more productive
PsyBlog also quotes an interesting study on the topic of enforcement and sympathy among executives. The results: In terms of productivity, the successes did not rise unrestrictedly parallel to the current performance of a manager.
A particularly high level of assertiveness is in terms of productivity, so the researchers, so no better than a moderate level; but it is definitely better to be moderately assertive than not at all. In terms of sympathy ("social outcomes") it behaved similarly:
Moderate degree of certainty
The sympathy curve did not rise infinitely in accordance with the ability to assert itself, but fell sharply. So it was definitely better to have a moderate degree of certainty than too much, the researchers concluded.
Combining the results of the two components results in a curve that is similar to an inverted U - so there must be an ideal point where social and economic outcomes meet.
Drawers do not help
Last but not least, the question arises as to the extent to which the behavior of a person allows conclusions about his feelings, his motivation. This is especially important when it comes to compiling a team or filling key positions.
If you have a little knowledge of the human being and experience in dealing with others, you know that you can not go further with the idea of drawers. Anyone who has experience in human resource management or leadership knows how many employees feel themselves out of place and in their role, how great is the danger of an internal termination and service according to regulations.
Identify potential employees in time
Personal diagnostic tools can help identify potential, identify deficiencies, and provide the best possible support to companies and employees.
The potential lies in every employee, regardless of whether he always meets the ideal point on a curve or not. Recognizing and promoting is the task of every employer.
With perfect CV to the goal: Can you learn the board?
// By Maike Dietz
What do Bill Gates, Mark Zuckerberg, Michael Dell and René Obermann have in common? They are all well-known, successful and CEOs of global companies, CEOs, visionaries - without a university degree. Does it really need it?
Too many jumps and deviations in the CV are usually harmful
Who would you hire? The applicant with an 1A CV? Graduated from a prestigious university, first job at a prestigious company, after two years as project manager, after three years as a manager.
Or the applicant, who has changed the subject three times, in order to decide for an apprenticeship and then change his job every two years?
Most HR managers and managers value a stringent CV. Why? Many successful entrepreneurs have left the university prematurely and without a degree - and yet made a career. Does it really need a perfect, stringent CV to succeed?
Still, a straightforward CV means purposefulness; It shows that the candidate can pick up topics, penetrate them and bring them to a successful conclusion in a reasonable amount of time. Above all, such a curriculum vitae also suggests that the applicant really cares about his or her topic.