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Kto tu rządzi? O kulturze odpowiedzialności
Kto tu rządzi? O kulturze odpowiedzialności
08.11.2024 13:12

It's all about making people thrive. Guest: Markus Baltzer, episode 42

Markus Baltzer is a leader who successfully introduced a culture of accountability. During his time as CEO of Bayer Central Europe, he pioneered this approach. Today, he promotes and implements it in various companies as a trainer, coach, and development partner.

His practical experience enables him to share real-life cases of establishing and nurturing an Accountability Culture. He understands firsthand the challenges that may arise and knows how to address them.

According to Markus, a leader with an accountability mindset should focus on people and building partnerships, rather than creating barriers.

Poland Markus Baltzer KPI Management of the Ray Charles Sławek Błaszczak Sławik The city has boss and for today's conversation judgmental approach members are with you at the perhaps rather the CEO and the president and this and that and here is

Rozdziały (5)

1. Wzajemne zaufanie i podzielenie się błędami

Markus opowiada o ważności zaufania i tworzenia przestrzeni do podzielenia się błędami w organizacji.

2. Kultura odpowiedzialności i niejednoznaczność decyzji

Markus omawia kultury odpowiedzialności i decyzji, podkreślając znaczenie kreatywności i otwartości w podejściu do błędów.

3. Zainteresowanie i otwarcie do nowych pomysłów

Markus opowiada o znaczeniu zainteresowania nowymi ideami i otwartej komunikacji w kulturze odpowiedzialności.

4. Hierarchiczne i odpowiedzialne struktury w organizacjach

Markus porównuje hierarchiczne i odpowiedzialne struktury w organizacjach, podkreślając korzyści i trudności obu podejść.

5. Zakończenie rozmowy i podziękowania

Rozmowa z Markusem zakończona, podziękowania za rozmowę i zaproszenie do kontakty.

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Znaleziono 9 wyników dla "boss and"

But I had other bosses where I saw this worked very well, and then I copy-pasted from them, and kind of like built up my own little mixture of things that I believed were necessary to be implemented.

And you took something from courses, from your own experience and experience of your bosses, but the main thing was your new mindset about your role.

And I typically, that was a reproach that I got from some of my bosses, which were like, you have to be more serious, you have to be showing that you are the 800-pound gorilla.

Second is probably insecurity, because as a boss you are more powerful, you have more decision rights, you have more budget and so on.

And as a boss, you've got the power of feedback.

And then on top I can be quite nasty as a boss by not only

Because when we are at the beginning of the career, our bosses choose us or chose us when we were the ones who were so decisive, who had the good and new ideas and so on, and we were imposing them and so on.

Our bosses expect quick solutions and we have the impression that by giving ourselves our ideas this is going to be faster and better than

Honesty being able to say I have no clue about it or I've made a mistake or I'm in a troublesome situation because I have to decide something where I don't feel competent is a difficult situation to be in as a boss and to avoid that

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