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score_kontrollierend

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LEADERS LEAGUE

You explain your decision and make it clear why you are sticking to it.

You listen to the different points of view and decide together with the team how to proceed.

You address the concerns and look for a solution that as many people as possible can agree with.

You have the objections explained to you in detail and check them yourself before deciding how to proceed.

1. Eine eigene Entscheidung wird vom Team infrage gestellt.

You end the discussion and decide how to proceed.

You guide the group to a joint decision. If you don't get any further, you postpone the decision.

You hold back at first and give the group more time to come to a solution themselves.

You intervene more strongly, structure the discussion, and specify which points are to be clarified now.

2. Eine Diskussion dreht sich im Kreis und niemand entscheidet.

You address the mistake clearly and make it clear what you expect in the future.

You discuss with the person how the mistake happened and what you can learn from it for the future.

You address the mistake cautiously and try not to put the person under pressure.

You have the mistake explained to you in detail and want to monitor the next steps more closely at first.

3. Ein Teammitglied macht einen Fehler mit spürbaren Konsequenzen.

You specify how to proceed and clarify how to get the missing information.

You openly say that you don't know the answer and ask who in the team can contribute to it.

You pass the question on to someone on the team who is more familiar with the subject.

You say that you would like to clarify the question yourself first and will get back to you with an answer afterwards.

4. Die Führungskraft kennt die Antwort auf eine wichtige Frage nicht.

You intervene and give clear instructions on how the two should treat each other in the future.

You moderate a conversation between the two so they can find a common solution.

You talk to both of them individually first and try to calm the situation down.

You have both describe exactly what happened and then determine how you will deal with the conflict further.

5. Zwei Personen im Team haben einen Konflikt.

You clarify your position and make it clear why you are sticking to it.

You let the person explain their view and address the objection with the group.

You let the objection stand for now and hold back your own position.

You do not go into the contradiction for the time being and look for a conversation between four eyes later.

6. Ein Teammitglied widerspricht der Führungskraft öffentlich.

You clearly state that the agreed performance is not being met and make it clear what you expect in the future.

You discuss with the person what the reason is and clarify together what needs to change.

You give the person some more time and support them before making the performance the subject directly.

You agree on closer intermediate stages and have it shown to you regularly how the work is progressing.

7. Eine Person liefert wiederholt nicht die vereinbarte Leistung.

You set clear priorities and specify what needs to be done first.

You make the pressure transparent and clarify with the team how to deal with it together.

You try to absorb the pressure yourself as much as possible before passing it on to your team.

You plan tighter, ask for interim status updates more frequently, and keep a close eye on progress.

8. Die Führungskraft steht selbst unter hohem Zeit- oder Ergebnisdruck.

You listen to the arguments, but decide on the solution you believe is right.

You compare both solutions and decide together with the team which path to take.

You join the team's solution, even if you would have preferred a different one yourself.

You want to see how the team's solution is supposed to work in practice before committing to it.

9. Das Team favorisiert eine andere Lösung als die Führungskraft.

You decide who will take on the task and make it clear what result you expect.

You discuss the task with the team and clarify together who can take it on.

You first ask who would like to volunteer for the task before approaching someone directly.

You hand over the task but agree on concrete intermediate stages to keep an eye on progress.