Say what's going on! First, we have to formulate your goals - clear, simple, attractive. Here, the framework conditions and the desired economic future are described together with the management. The time horizon is short, medium and long term. Clear goals provide orientation, promote the effective bundling of resources and coordinate the behavior of the organization. Priorities also become clear through collaboration. Knowing that a well-defined task is already half the solution.

Now we have to be realistic about how we can achieve our goals even under the dynamic conditions of day-to-day business! Since employees usually explain why something doesn't work, we have to ask them for their ideas. This makes them realize: "I'm an important part." By asking questions at the level of problem solving and customer benefit, we see "what's in it" and "get it out." Important: If we decide for something, we also decide against something. This leads directly to discontent among representatives of the alternatives. Clear signals must be sent here. Of course, the following still applies: Only what the customer pays for with money or a smile creates value. Starting from the "should-be process," only processes that have already been optimized are digitized (SHIT-IN SHIT-OUT). Error-freeness is not the goal - it is the basis. Because in business we should only do things once and then do them right!

As part of a workshop with you and your team, we will develop a procedure for implementation. This step will determine whether the project is successful from the start. Everyone who is already involved here does not need to be convinced later. Taking everyone on board also means "everyone has to get involved"! Now the "hard work of the day" begins and it is time to "put the energy on the road". The employee knows from the workshop that no solution can be found without him. If he is ready to expand his role, he needs support. He must both unwaveringly carry out his daily business and purposefully meet the project requirements. Since we are organized on a division of labor basis, we have to check the conflicting goals of the functional areas in the company and possibly renegotiate them across the board.

Blood, sweat and tears projects tear the team apart and overburden the "key users". Blood and tears can be reliably replaced by sweat and clever planning. As with building a house, the virtues of solution orientation, resilience, quality awareness, reliability, punctuality, persistence and continuity count in collaboration. Of course, that alone is not enough! Useful methods help to maintain transparency about project progress, identify problem nodes and materialize "early wins". The work must be distributed across many shoulders and, in all parallel activities, the objectives, critical paths, the budget, the potential of the revenue side and the time - but above all - the customer must be kept in mind. Speed is more important than perfection: "Hands on" means - "good" is always "good enough"!

Our feelings reliably control our attention, our commitment, our mood, our actions and intentions. Changes lead to irritation and conflict. High levels of sickness, unplanned fluctuation and internal resignation delay rapid, economic organizational development. What we cannot imagine or what we are reluctant to do, we will not do. And what we do not do will not happen! Fears, different perceptions and informal patterns of interpretation (cf. grapevine gossip) certainly also have the potential to put a strain on collaboration. Time for reframing: The conflict shows us the way. But not as a competition with winners and losers - but as a dance of seemingly incompatible energies. A trusting struggle for a more suitable, more favorable result.

It can be successful to relieve the emotional burden on collaboration and to focus the collective attention clearly on the delivery of the actual market service. Process design: Through well-placed accents, apparent contradictions are translated into constructive tensions for the participants! The aim is to re-evaluate critical issues (»before - after«). Customer touch point: Develop a central, shared service concept, because working as a team is different from just working in a team. The better people understand what their work contributes to, the more your work makes sense. Customer experience: Your employee is the living face, your voice in customer contact. If you want enthusiastic customers, you need enthusiastic employees. First things first: Sort out the irritations. Experienced »hands-on« mentality can be reinterpreted into a more advantageous image through a well-placed accent: namely, the authentic »start-up« mentality of a fast-growing, contemporary, attractive employer!