Become & Stay a Boss

Incl. Bonus – From Colleague to Superior. Basics of Leadership, Motivation & Modern Personnel Management. How to be a Manager & Stay Successful at the Top in the Long Term?

Simone Janson

• Publisher: Best of HR – Berufebilder.de®
• Year: 2025
• eBook ISBN: 9783965960473
• Edition: 8
• Topic: Economics
• Subtopic: Marketing Research
• Index: Economics

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.

Because numerous examples of dismissed executives: Who strives for a lasting leadership position, must overcome large obstacles. Not only does he have to convince superiors of his career ambitions and leadership qualities, he also has to deal with envy and resentment of his own colleagues and then prove his leadership skills under the critical eyes of all; in other words, who wants to lead, has to deliver permanently.

Knowledge that makes a difference: With its "Information on Demand" concept, the publisher was not only involved in an EU-funded program, but also received several awards. So when you buy the book, you are also doing good: The publisher is financially and personally committed to socially relevant projects such as tree planting campaigns, scholarship foundations, sustainable living, and many other innovative ideas.

The goal of providing you with the best possible content on topics such as career, finance, management, recruiting, or psychology goes far beyond the static nature of traditional books: The interactive book not only imparts expert knowledge but also allows you to ask individual questions and receive personal advice.

In doing so, expertise and technical innovation go hand in hand, as we take the responsibility of delivering well-researched and reliable content, as well as the trust you place in us, very seriously. Therefore, all texts are written by experts in their field. Only for better accessibility of information do we rely on AI-supported research results to a limited extent to make information easier to find, which assists you in your search for knowledge.

You also gain extensive premium services: Each book includes detailed explanations and examples, making it easier for you to successfully use the consultation services, freeky available only to book buyers. Additionally, you can download e-courses, work with workbooks, or engage with an active community. This way, you gain valuable resources that enhance your knowledge, stimulate creativity, and make your personal and professional goals achievable and successes tangible.

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Publisher and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success – find out more about her on Wikipedia.

Good Leader - 5 Features: The Leadership 1 × 1
// By Dr. Job

Already Napoleon Bonaparte told his Marshal that there were no bad men, there were only poor officers. In other words, executives are critical to the success of a company and the quality of the workforce, which is why the appointment of the management position must be well chosen.

What makes good leadership?

In order to manage a company successfully, a sovereign executive is required. This is because they often decide between the success and failure of a company. With insecurity, dishonesty and disloyalty, managers fail not only in their dealings with customers, but also with their employees.

A management culture that motivates and promotes the opposite creates a stable framework and a pleasant working environment - essential for the success of a company. But what does a leader have to bring with him? Certainly there is no pattern answer and a multitude of possible answers, but characteristics and values ​​that are demanded daily by an executive and that characterize the company.

The ideal leadership: The Top 5 features

1. decisiveness: Within a company, decisions of varying difficulty and importance occur every day. It is important at this point to have a decisive but authentic appearance of leadership, in order to send self-confident signals to the employees. If the executive is unmasked as a decision-making and hesitant, there is a risk that the employees begin to feel responsible. Not least, an incompetent and weak impression emerges, degrading a leader and worsening their status in the team.
2. Ability to motivate: Strong social skills of the leader are an important factor and crucial for the work culture of a company. The person in a leading position must be able to motivate his employees: the more motivated the team, the more efficient it works. Therefore, it is important to clearly communicate the appreciation of each employee and their work. This can happen, for example, through bonuses, promotions, and awards such as "Employee of the Month." It is important to express the appreciation. Equally important is the promotion and encouragement of employees to express, for example, appreciation, such as by transferring more personal responsibility.
3. self-reflexive: Closely related to the social competences are the personal competencies. It is particularly important for an executive to be able to reflect on himself in order to control his own impulses and personal concerns. For this purpose, the manager can also seek feedback from his employees, for example through regular meetings in which both the employees and the manager are given the opportunity to provide feedback. This capability comes along with the learning ability that a leader should possess, that is, ideally should be in a constant learning process, acquire new skills, and learn from lessons learned and feedback to optimize the work climate in the company and eliminate possible vulnerabilities.
4. Responsibility: A leader should always be aware of his / her social responsibility. This includes, in particular, the responsibility towards its employees. Even though the company has a very high number of employees, executives should retain their responsibilities against each of them in the back of their minds and consider them in crisis situations. In addition, it is part of a management's skill set to admit their own mistakes and never to defer them to their employees. Leadership means making decisions and standing towards them. Done mistake, the executive carries the responsibility of failure.
5. Efficient time management: In order to lead the company efficiently and profitably, conceptual competences are necessary. In particular, management should have good time management, as managers can not make decisions without time, or assign different priorities to individual tasks, let alone delegate them to employees efficiently. A stressed leadership is neither effective for the company nor for the employees.

Quality Management: 7 Tips for Better Leadership
// By Fiona Elsa Dent, Vicki Holton

How well or poorly a company works is significantly influenced by the quality of the management. 7 Tips That Help Improve Leadership.

How to improve resistance

The efforts of many companies are merely aimed at creating more effective organizations and more efficient employees.

But there are also a number of ways in which organisations could create more resilience among employees to help them cope better with the pressure and stress of daily working life.

7 tips for better management

But what does good management look like? We have put together 7 tips to show you how you can improve management in your company.

1. Take responsibility: A significant change would result if individuals were encouraged to adopt more self-responsibility for these issues in their own business areas, For example, a senior employee could examine how the business unit works and what might help create more resilience.
2. Discussing solutions in the team: And teams could regularly discuss what makes the team and individual members more resilient. We also believe that higher investment in education and development is possible and meaningful.
3. Strengthen team development: Less than half of the managers interviewed indicated that their organizations provided sufficient time for team development, and slightly more than half of the respondents indicated that this is true of their own learning and development. Here is still air up: Improve the team development in their organizations.
4. Take a critical look at your organization: Any organization that wants to improve its performance should address its own situation - it should be a clear majority of executives who respond positively to such questions as these. The contrasting views of two managers participating in the survey illustrate very different perspectives.
5. Actively solve problems: Many managers highlight problems that have arisen in some organizations and are described by some managers in our survey. These are problems that could be solved by looking at the change. The second manager describes a great workplace: t.
6. Create a great work environment: Another manager surveyed describes a great workplace by highlighting the values ​​of the organization, which in turn attracts employees with a strong system of beliefs and values.
7. Employees: Good employees need high responsibility and the opportunity to go their own way forward. Enable this through appropriate planning.

How it can work - and how not

To conclude, we would like to compare two quotes that show that you can best run good leadership - and how not. Think about it!

Some change projects are a catastrophe here - they all follow the same path to demise: too promising achievements, too little need and time, missing deadlines and degenerating into war and disputes or pretending that everything is alright ... we have to learn instead and we also have to build on learning from self-contained projects. I know that I may sound disillusioned, but it is really just frustration that we keep making the same mistakes without learning.

We are a value-based organization that attracts, recruits and empowers people with a strong system of beliefs and values. We have annual retreats and team building times. Our employees are regularly involved in working groups and are asked about new initiatives. We develop systems that enable more innovation and research and development. The leadership style of the company is "high responsibility" but "low level", which requires strategic planning but also gives employees the freedom to go their own way.

Leadership - Learning to be Authentic and Sympathetic: The Paradox of Impact
// By Michael Moesslang

Many executives confuse sovereignty with a dominant, authoritarian appearance. The effect depends much more on the inner development. What is necessary for it?

Insecure or Sovereign? The power of the right effect

For sovereignty and insecurity, people who seem insecure often make anything but an unsympathetic impression. Especially with people who seem insecure themselves. Besides from insecurely working humans allegedly few danger proceeds.

Other it looks with persons, who appear even very dominant: Those who appear very self-confident radiate a certain dominance, authority and power, which can also make others afraid.

Authority force personality

Leaders, however, need exactly this authoritarian effect. The more it is broadcast by the personality, the less it has to insist on the authority it holds through expertise or position (office).

Authority that comes out of the personality is automatically perceived through non-verbal and verbal signals. Thus, a sovereign behavior is the result of a leadership - the power it takes to lead - a leadership personality that leads through personal authority and sovereign behavior.

The power of body language

Some people wobble from one leg to another as he speaks, another grasps his nose, and another one lifts the tip of the shoe as opposed to his.

Fatal also the turning away of the gaze in the moment, where important things are said or - with presentations - the permanent avoidance of the eye contact by a view to the projection surface on the wall.

Telltale signals

Also linguistically uncertainties are to be observed through hectic or too soft speaking, unconscious filler words, possibility formulations ("I would say, one could perhaps ...") or negative statements about oneself.

These many small signals in behavior and language play an immense role in the effect. But wh...

Table of contents

• Imprint
• Introduction: How this book supports you
• Employee motivation for managers: boss as driver // By Michael Hübler
• Employee Disloyalty: What to Do Against Loyalty Conflicts? // By Anne M. Schüller
• Modern leadership and work: 15 tips for managers // By Jennifer Dühnfort
• Healthy Leading and Communicating: 5 Tips for Leadership Hierarchies // By Angela Dietz
• Employee motivation and confidence increase performance: 2 Times 8 Leadership Tips // By Hartmut Laufer
• Leadership Myth Charisma - 5 Tips: Can you train charisma? // By Uli Groneick
• Leadership through Systemic Moderation: 6 tips for successful questions! // By Michaela Stach
• Salary of women: 4 theses on women in leadership positions // By Simone Janson
• Good Leader - 5 Features: The Leadership 1 × 1 // By Dr. Job
• Quality Management: 7 Tips for Better Leadership // By Fiona Elsa Dent, Vicki Holton
• Leadership - Learning to be Authentic and Sympathetic: The Paradox of Impact // By Michael Moesslang
• From employee to supervisor: Suddenly boss - 7 tips // By Jürgen W. Goldfuß
• Reputation of CEOs and executives as a customer magnet: 7 boosts sales losses // By Sereina Schmidt
• Closing Remarks
• Authors Overview
• About the publisher Best of HR - Berufebilder.de®
• Notes on translation