By measuring, inform, improve, the son of the CEO of a large company is crossed professional leadership almost by a car. An employee pulls him at the last second by the road. The boss calls the employee to and says: you have saved my son’s life. As thanks for this I am appointing you to Director”. The staff politely rejects with the note, it was him too big a number. “The boss responds: then I appoint you to the head of the Department”. Again the staff refuses.
“On the question of the Chief what he himself would wish, the staff thinks: I could imagine even a post as master”. “It is very sad the boss and says: I can not offer unfortunately that, because you need Yes extra training as a master”. Rather unconsciously one comes here fatal attitude of many executives revealed. Chief is usually by good performances as a specialist and in the hope that the Fuhrungsknow-how in the course of time somehow will be. Once appointed to the Executive, is it then of course expert and makes great worry the management knowledge. In addition, the daily hustle and bustle allows hardly an in-depth reflection.
Honest feedback from colleagues or down are rare. Unfortunately, also the next higher superiors are often not in a position to give a balanced and useful feedback. According to Prof. Malik is not an art, but a craft that can be learned. A really professional Executive also does not stop in the development, but is constantly working on improving. In all aspects of operational management should be included. The result of a company depends on the executives strongly. They define the strategy and objectives, are ambassadors to the outside and they affect relevant corporate climate and the corporate culture as well as the motivation and performance of employees. Especially unmotivated staff cost much money.