How did you accidentally become an entrepreneur

Accidentally slowed down

Self-organization in companies
It is a frequently observed phenomenon: self-organization is introduced, but the team does not make use of the leeway. Anyone who suspects that this is due to a lack of interest is mistaken. Rather, it is often the managers who - unintentionally - behave in such contradicting ways that the employees conclude that self-organization is not really desirable. Managers have to become aware of the fatal signaling effect of certain behaviors - and take countermeasures.
  • Exhausting starting position: Why insecure executives send out irritating signals during the transformation
  • Leadership mistake no. 1: As a manager, do not disclose your own assessment standards
  • Leadership mistake # 2: Denying one's position of power
  • Leadership mistake # 3: Continue to see yourself as a subject matter expert
  • Leadership mistake no. 4: Underestimating employees' need for security
Many companies have recognized self-organization as an important factor in becoming faster and more flexible and promoting creativity and personal responsibility among employees. But the implementation often does not work as desired: Numerous employees act - even if self-organization is declared in their team - by no means self-organized. Rather, they continue to wait for announcements from the manager. Without intending to do so, managers often encourage this behavior: The contradicting behavior that they display makes employees suspect that the new leeway is not as far off as is officially claimed. That is fatal, even if it is not at all true. In order not to unintentionally become a brake on the transformation, managers must keep a close eye on their behavior - and the reactions to it.
  • Tutorial: promoting self-organization instead of preventing it
  • Requirements of psychological security in the team
  • more on the subject
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