Fit 4 Future: 7 Tipps für starke Teams

The digital transformation and the shortage of skilled personnel present us with challenges in our search for personnel. How do you systematically make smart and fair personnel decisions when you have little choice and don’t know the future? When we hire people or reassemble teams, we usually look at their resumes and see if they can do what we expect them to do. We make our decision on the basis of past data, evidence of what we have achieved and conclude that it will continue to work in the future. We rely on experience. And on our personal impression. This happens very quickly in the pre-selection phase, because we fall back on supposedly proven patterns, which we call intuition. The digital transformation and the shortage of skilled workers present us with the challenge that the future is no longer a linear development of the past, but more disruptive. The right people are becoming rarer and more demanding. Experience from the past can be a hindrance to dealing appropriately with the unknown new in the future. And the personal impression is a one-sided advisor. Man has been shown to find others particularly likeable who are similar to a self. So how do you systematically make clever and fair personnel decisions if you have little choice and don’t know the future?

Tip 1: Form teams instead of hiring individuals

Ask yourself: What will the team as a whole have to achieve? Who do we have and what talents and experiences do the existing ones bring? How do we want to complement the team so that it develops in the desired direction? What characteristics and behaviors do we want to strengthen in the team? In what way should the new person inspire and challenge the team? You can find the answers, for example, by writing the team feedback from the year after next today and a personal appraisal of each person’s individual contribution. The best case scenario, of course.

Tip 2: Soft facts first – expand the decision-making basis

Knowledge, methods and skills can be learned. The human image, the behaviour, the contribution to the mood and the personal integrity are hardly there. This is why it is becoming increasingly important for strong teams to recruit employees primarily on the basis of their human qualities and to promote them on the basis of their capacity as managers. With the help of typological instruments and other psychometric profiles, you can systematically record various personality traits and use them specifically for organizational development. Appropriate tools help to recognize early on who has the stuff for leadership and who can cause damage to the company through his or her disposition.

Tip 3: Make the difference and quit conventions

The pressure to conform is particularly high in large companies. People expect people to think and act as similarly as possible to themselves. Our nature wants a similar environment. This is much more convenient. Therefore, if you consciously cross borders, open yourself up to the surprisingly different – when formulating the job advertisement, when designing the job profile, when interviewing, when working conditions, and with your own expectations. Make it more open and be special. In doing so, you attract special people who perform particularly well.

Tip 4: Experiment and learn

Give reality a chance. Find out what produces the best results in your company. Actually try out ideas before you discard them. We shape our future with our decisions. If we decide before we try, we limit ourselves too much to our own assumptions. Who knows in advance which formulation, which image exactly appeals to the right person? Nobody. Work in variants and measure the results. This is how you learn what really works. And learn from the others, too.

Tip 5: Take a chance – the world belongs to the brave

No man is perfect. No human being fits perfectly. They have the probationary period to find out whether the venture is bearing fruit and can reverse decisions. Therefore: dare something unusual, courageous. Nothing beats a highly motivated employee who knows that you have taken a risk for him and are taking risks yourself. The result is a relationship, loyalty and trust – priceless!

Tip 6: Maintain the cement that holds people together

A team works as a team because people feel they belong together – and not because it is in the organisation chart. The feeling arises in everyday life, not at the annual team-building event. It is the small, repeated, real attentions that nourish the feeling. Bring people into your teams who nurture each other’s cement that holds them together. You can’t do this alone. The tools are: genuine interest in people, benevolence, recognition, feedback, respect, humour, a positive image of people, etc. This also means: Let people, who prefer to perform well on their own, work alone. And detoxify your organization regularly from misanthropists and free riders who let the putty dry out and make it fragile.

Tip 7: Distinguish early, then everyone is in its element

It is partly a disposition: Experts are experts and managers are managers. Do not force an outstanding professional person into a leadership role by promotion if there is hardly any capacity to do so. The result is often micromanagement and excessive demands. Managers, on the other hand, are sometimes not the best professionals and are therefore easily overlooked at the beginning of their career, especially if they are female. Most women in life have been made unwilling to put themselves in the foreground and claim something for themselves. They can still be excellent leaders. Use early systematic methods to distinguish the professionals from the managers so that they are all in their element at work.