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Vogelhuber, Scheelen - What people really want

However, the managing director could have used training even more.
Because this fiery red guy with a primarily economic-in-dividualistic
motivator said to me, in fact in front of the entire team at the beginning
of the measure: "Mr. Vogelhuber, very important, they must finally
learn to snap, yes, really snap at the end ...". At this, the little
commander, distantly reminiscent of Napoleon, clenched his fist, a bit
like a motivational tchakka. The team truly deserved another boss who
would have at least understood how to deal with the men's
sensitivities. And perhaps it would have been helpful to bring a bit more
diversity into the team ...

The Napoleon-Chakka would have loved it most if I had "turned" the
blue-green team members into hardcore, degree-oriented salespeople.
Profiling³, however, is not about bending people. After the measure,
the participants thanked me for having succeeded in planting a few
seeds; they were curious to see what would come of it and what (sales)
fruits the training would bear in actual customer contact. As you can
see, there was a world of difference between the boss and the team in
terms of language alone. The managing director confirmed this once
again in the nicest possible way: "That was okay what you did there, Mr.
Vogelhuber, only: I would have liked to see a little more snapping!

The story shows the advantages of profiling³: It would do the
dark-red CEO good to be able to assess his effect on his
employees, at least to some extent. And one would rather not
imagine what happens in his employee meetings.

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