Janson Small Murders among Colleagues

Incl. Bonus - Solve communication problems & team conflicts, strategies against mobbing sabotage & difficult people, rhetoric psychology & manipulation techniques
8. Auflage 2026
ISBN: 978-3-96596-381-8
Verlag: Best of HR
Format: EPUB
Kopierschutz: 0 - No protection

E-Book, Englisch, 180 Seiten

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.
Because hand on the heart: Some difficult colleagues or bosses would like to murder one at the dearest, so much make these success saboteurs one the life to the hell. Since it must remain unfortunately for legal reasons with small murder fantasies, the question arises: Which strategies really help against such team members, coworkers and superiors? To get an answer to this question, it is important to understand and see through the interpersonal power games as well as communicative tricks and tactics of these people. This book provides insights into the psychology not only of executives and reveals rhetoric tips for conflicts and disputes. It also shows how you can influence organizational cultures in your favor, convince other people with your arguments, and make life easier for yourself in stressful situations, even without being an official superior. Good luck and have fun reading.
Knowledge that makes a difference, independently documented by its own Wikipedia entry: With its 'information on demand' concept, the publishing house has been successful for over 20 years and has received numerous awards. So when you buy the book, you are also doing good: The publisher is financially and personally committed to socially relevant projects such as tree planting campaigns, scholarship foundations, sustainable living, and many other innovative ideas.
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Publisher, journalist and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success.

Autoren/Hrsg.

Janson, Simone

Leseproben

Teamwork and communication with difficult personalities: Make yourself easier
// By Simone Janson

There are people with whom you just get along well - and personalities that are demanding and exhausting. And maybe you are one of them? How can that be changed?

Always these high expectations

As a typical extroverted perfectionist, you probably have high demands not only on yourself, but also on others. You may also often say directly what you think: “If you worked more efficiently, we would be done long ago!”, “You have no idea what you are talking about!” or "Let me do this, you just can't!" Could such sentences come from you? And then do you occasionally wonder why other people speak ill of you?

In these moments, it is you who criticizes others and makes demands! In principle, that's nothing wrong. It's probably you who immediately point out new vulnerabilities that need to be addressed, or drive the workgroup to success. They also tend to say it well and do not say such things out of malice or to annoy other people. But it must also be clear to you: Other people think differently from you and do not always respond to your most well intentioned intentions as you would imagine. That can become a problem.

Only I know what is right?

Vanessa had to know that, too. She should lead a project group. But as a typical perfectionist, it's difficult for them to compromise within the team.

Vanessa is simply convinced that her approach is the only right one and that she can best implement the somewhat vague specifications of her boss: “I have experience with customers and know how they will react. Trust me!" And although the majority of the team does not share their opinion and the employees try to convince them with good and objective arguments, they stubbornly sticks to the view that they are right and talk to their colleagues until they finally annoy their colleagues Give up position.

Uncompromising to the mark

Go inside yourself: Are you ready to compromise? Are you ready to give up an attitude in order to reach a goal (together with others)? And what price are you willing to pay to get something that you want?

Not all colleagues always agree. Whether it's about who takes on a new project, who receives how much budget or who takes on which tasks - discussions are the order of the day in everyday work. As a perfectionist, you may have the reputation of always wanting to be right, which makes you unpopular with many colleagues and employees. You probably see it very differently: "I just want to try to get my point across - others do that too!" However, there are some rhetorical tricks that will help you skillfully convince others without them feeling bullied or offended by you because they believe they have been attacked. Questioning techniques help you to express your opinion, but at the same time to find constructive solutions together with the group. If you consciously address and involve others, you also skillfully pull your own position out of the line of fire.

Bossiness in the discussion

Imagine, you discussed with others a project idea. SomeoneA colleague puts forward a thesis that completely invalidates your previously made statement and thus puts your opinion into question, eg "That sounds nice, but we have had different experiences with it… ”The typical behavior of a perfectionist would now be to argue wildly against it - after all, you want to be right, don't you?

Your colleague made a suggestion that you don't like at all. First, ask for more specific information: “How exactly?” "All?" "How many percent?" "Who was involved?" "Who was affected?" "Who was responsible?" "What happened?" "Would you like to tell us how that was actually?" Then use an understanding question to distract from yourself in a rhetorical way and let the other person explain: "Did I understand you correctly, you are saying that ..."

Please a little less directly!

Another situation: you have made a proposal for the division of the budget in your department and explained why this would be beneficial for everyone. A colleague assesses the consequences of your proposal much more negatively than you do yourself, something like this: "That sounds nice, but I think that the budget would be wasted as a result."

You should not attack your colleague directly by saying, for example: “You're just afraid of getting less!”, But find out whether the new division would actually lead to the expected consequences or whether other consequences are to be expected. For example, ask your colleague for their reason: "Why is your solution the best?" "Why is option 1 preferable to option 2?" "What are the reasons for rejecting this idea?" Consciously ask this question to everyone, including yourself. You are making it clear that you are also thinking. If you only put it to others, they come from the "why?" into a compulsion to justify - that creates resistance!

Have we thought of everything?

Ask all colleagues to consider what possible consequences there might still be: “Have we considered all the consequences?” "What else can come of it?" "Are there alternatives?" "Have we forgotten something?"

If you do not like the opinion of another colleague, you can deliberately lead the others into a dead end, to make clear the absurdity of the fears - that's much funnier and more interesting than simply arguing against it. It also makes it clear that it's better to act instead of staying idle - and have the laughs on your side. Just ask:

Turn the problem around

"What do we have to do to keep the problem alive?" "What can happen if we still don't solve the problem?" Or exaggerate the possible consequences and make it clear that it can't get that bad and that the nonsenseers have hopelessly exaggerated: “What can, in the worst case, happen if we choose this option?”

You are discussing and want to convince some colleagues or employees to take on a certain task. 'Your suggestions are rejected. A colleague contradicts you by referring to a general consensus: "That's nice, but we all know that this is far too idealistic: Nobody works more than they absolutely have to." The trick is simple: the majority are not wrong, something that everyone knows is practically irrefutable. If you do, something is wrong with you - at least that's how you feel, and therefore you have little chance to speak up. But is the general opinion correct? Just get some thought:

So you invalidate majority arguments

• Find out why a position is important to the other your colleagues: "What is particularly important to you?" "What is the focus here for you here?"
• Then ask how someone came to their view: "What made you see / interpret the situation in this way?"
• Break the general perspective down to individual cases by differentiating: "This applies to this case, but does it also apply to ...?", "Did this act fit there - but how is it in this context?"
• Invite the other participants to change their perspective: "If we look at it from the customer's perspective: How would he see it?" "How do you think our boss would react?"
• Check the prerequisites and beliefs contained in an opinion in a naive-critical manner: “Hmm, what does it actually mean when you think idealistically?” "Since when did everyone know?" This will get the other participants to think.

Trust is good, control is better

Back to Vanessa, who has another problem. After all, she has no confidence in the skills of her co-workers. She believes that she can only make the project a success if she does everything herself instead of dividing the work into a team. In the end, however, the customers are anything but satisfied with Vanessa's ideas, who then have to revise everything again. After all, the project won't be finished in time because Vanessa has simply taken over. But she cannot simply admit her mistake, but tries to justify herself with all sorts of explanations and logical-sounding arguments: "You misunderstood me ... this solution was certainly not optimal, but in the end it worked." A righteousness that annoys the team and the boss: “She thinks she can and knows everything better!”

If you want to work productively with other colleagues in the long run, you should also pay tribute and respect to them. Even if you believe only the boss can praise his employees, because recognition is one of the strongest links between people. It therefore works wonders for the relationship between colleagues.

As a perfectionist with high standards and to others, you are therefore losing some sympathy when you only criticize colleagues or employees. You would not have to change much, because it's not about singing praises of praise everywhere. It helps if you only perceive the achievements of others a little more attentively and do not compare your colleagues or employees with each other or with yourself. For what is natural for one is a challenge for the other, whose mastery deserves real praise. Because praise is for motivation and relationships like fertilizer. Well-dosed it can strengthen, but too liberal and distributed in the wrong place, it destroys a whole crop. Therefore, keep some rules in mind so that well-intentioned praise does not fail.

That's how your praise goes

• Only give praise if you really mean it. Real recognition comes from the gut, it is filled with joy about something - others notice whether it is authentic or not. When you get the feeling, share it, "I noticed that you really tried hard."
• Sometimes non-verbal praise is more convincing than a rant. Smile your colleagues encouragingly, keep your thumbs up, tap your colleague or co-worker on the shoulder and...