MANAGERS ARE MADE, THEY ARE NOT BORN MANAGERS

There are two ways to do this:

You are looking for a manager outside of your company.
This not only costs a lot of money, but in particular a lot of time. In addition to that, it is never ensured that the hired manager will meet the requirements within your company. As you know, you can only look at people’s heads. Only in practice can it be seen whether your decision was correct or not. If this turns out to be wrong, the damage can hardly be quantified. So that this does not happen, I am at your side during the application phase with advice and action.

The second, in my view, much more efficient option is the promising one.
It starts with the question: How do I know which of my employees or team members have the potential to become a manager?

If good employees within a team are ignored, they only work according to the regulations. Not every manager is able to realistically assess the quality of the employees, especially not if they don’t have an eye for them. Then it is important to sharpen this look. In such cases, the support is required from someone outside the company who can carry out an analysis of the current situation in a neutral and unbiased manner in order to recognize the potential of people who can be trained to become managers. It is advisable to always get an opinion from outside rather than relying solely on the statements of a manager.

The perception decides. We, the human beings are often so closely involved in everyday life that it is simply difficult to think outside the box. In such a state, the executives no longer lead because they have put on a kind of blinders to focus more and more on the unimportant things instead of the extremely important ones. This form of leadership has nothing to do with leadership in the real sense. It is just an alibi so outsiders can see how business-minded a manager is in their eyes. They cannot judge that nothing comes of it. But it is the entrepreneur who relies on the manager to lead his/her team or department in a profit-oriented manner. At the latest when a manager says that his/her employees no longer listen to him/her, danger is in arrears. Then it should be acted quickly.

A manager who has no more people behind him/her runs against the wall. Such a statement makes it clear that nothing is right anymore. In such a state, there is a great risk that capable employees will migrate and, in the worst case, even go to the competitors. To prevent this from happening, it is not enough to just address the symptom. The cause must be eliminated. Which in turn has to be found. This requires outside support. Firstly, because the manager is unable to identify the problem. Secondly, because employees who report to this manager are often afraid to speak their mind. This in turn shows how poisoned the climate is under this manager. It takes a cleaning storm, so to speak, to avert the danger and bring the team back on line.