Coaching als Führungsprinzip : Persönlichkeit und by Gerhard Lenz, Heiner Ellebracht, Gisela Osterhold

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By Gerhard Lenz, Heiner Ellebracht, Gisela Osterhold

Das Autorenteam vermittelt sowohl die Philosophie und die Konzepte als auch die methodischen Schritte des Coachings. Es stellt beispielhaft Coaching-Protokolle vor, die eine Anleitungs- und Trainingshilfe sind, um eine veränderte Führungskultur zu schaffen.

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Additional info for Coaching als Führungsprinzip : Persönlichkeit und Performance entwickeln

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Gerne werden Eigenschaften und Etiketten Mitarbeitern zugeschrieben, ohne zu analysieren, inwieweit diese in der Führungsperson selbst begründet liegen. Mitarbeiterinnen und Mitarbeiter und Chefinnen und Chefs sitzen im gleichen Boot und handeln gemeinsam oder anders ausgedrückt, sie handeln co-kreativ. Methoden des systemischen Coachings 59 Daraus ergeben sich weit reichende Konsequenzen, da wir bei jedem Geschehen beteiligt sind. Mit Hilfe der Methodik der Selbstreferenz überprüfen wir aus der „Vogelperspektive“ das Geschehen während eines Gespräches und sind uns dadurch bewusst, wie wir durch unsere Einstellungen und unser Verhalten das Ergebnis mit beeinflussen, und können entsprechend „umsteuern“.

Dies ist leicht zu verhindern, indem der Coach in jedem Gespräch die Ziele nochmals explizit formulieren lässt. Wenn die Ziele mit persönlichen Zielen in Verbindung stehen, ist es hilfreich, auch die Langzeitziele und Visionen anzusprechen. “ Antoine de Saint-Exupéry Aus den Visionen schöpfen Menschen die meiste Kraft, und wenn Ziele und Visionen kompatibel sind, ergibt sich die höchste Leistungsfähigkeit. Beispiel Was wollen Sie damit erreichen? Können Sie die Ziele dieses Projektes noch einmal definieren?

Das ist keine Frage von Gedankenlesen oder Telepathie, sondern ein normales Alltagsphänomen. Mein eigenes Denken bestimmt meinen Gesichtsausdruck, meine Körperhaltung, meine Stimmlage und nicht zuletzt die Wahl meiner Worte. All dies beeinflusst mein Gegenüber in der Wahl seiner Reaktionsweisen. Wenn der Coach also in einem Gespräch nicht weiterkommt, sich festgefahren fühlt, beim Mitarbeitenden nur Unverständnis und dergleichen sieht, dann muss er sich selbst hinterfragen. Hier liegt oft ein wichtiger Hinweis darauf, wie er selbst an diesem Gesprächsergebnis mitgewirkt hat.

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