Page 40 - Company Excellence

Part I: Chapter 1 ‐ It takes two to tango

Certainly there are tools - and you will get to know some of them in
this book - that support you in making a well-founded self-assessment
and assessment of others. My experience is: Matching works only or
especially if you know yourself well and are able to look beyond
yourself, to look beyond your own, often limiting egocentrism and to
unbiasedly try to find out which people you are dealing with in your
professional and private environment.
If you are not prepared to accept and tolerate the uniqueness
and individuality of each person - be it a superior, a colleague, an
employee or even a customer - you will fail in matching and
answering the question of what people really want and whether
they harmonize with each other. Imagine a salesperson who
cannot or will not enter into the customer's world of imagination
and perception. Imagine a manager who lacks the competence to
sit down in the chair of the interviewer. Imagine a recruiter who is
incapable of seeing in an applicant not only the candidate for a
vacant position, but also a human being with all his hopes,
expectations, feelings and fears, for whom his application
represents an existential decision. The tools I will describe in chapters
2 to 4 will help you to decisively improve your self- and people-
knowledge. And this will benefit you not only in the workplace and in
the company, in employee management, in cooperation with
colleagues, in the selection and hiring of employees, and in
discussions with customers, but also in your personal and private
everyday life.
It is worthwhile for several reasons to deal intensively with the
matching tools. You will then be able to identify yourself and, above
all, other people after only a short observation.

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