Page 188 - Company Excellence

Part III: Chapter 6 ‐ Extraordinary Leadership

Everyone now knows that the thinking, perception and
communication of the other team members may be on a on
a completely different level than that of oneself. The case.
Recognition means understanding.

If you know that the other person's personality structure makes it
difficult for him or her to accept change and take risks, he or she will
take this into account when assessing the other team member. And
this knowledge is of particular benefit to the team leader. Based on
the knowledge of the personality profiles, he takes care, for
example, not to block the innovative-creative team member with
organizational tasks or, when assigning a special task, not to bring
together the visionary employee with the accountant type. He
distributes tasks according to type and thus counteracts the
development of stressful situations - and in the long term he helps
to prevent burnout and increase the wellbeing factor.

Practical example: a matching team is created
A medium-sized company in the consumer goods industry wants to
implement a knowledge management system. On the way to the
The aim of the "learning company" is to ensure that every innovation
developed in a branch office or a department at the head office can
be quickly prepared for all employees and made available as an
online learning module. Since the task cannot be solved within the
framework of the existing organizational structures, employees from
the line are taken out of their positions for a limited period of time and
welded together to form a team. The task is to be set up as a project.
The team is put together, with only the best minds, absolute experts,
and a project manager. But even in the kick-off phase, it becomes
clear that things that don't fit together simply can't grow together:

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