Managers

Are you losing valuable time in inefficient team rounds?

Do you sometimes have the impression that you have to deal with “uncomfortable” feelings of your employees more than you would like to?

It costs you too much effort to convince your employees of necessary changes?

Even the most beautiful strategy can be brought to failure by unpleasant emotions. Our focus is on the correct handling of emotions in the company.

  • The Gefühlsmonster Method offers you ways to make communication with and between employees easier and more effective.
  • You create a climate in which people can give and accept feedback well
  • You attract and retain the right employees, creating an attractive corporate culture in your company.

Feedback: “Never again without those cards.”

With these words Max Krause ( name and circumstances anonymized ) enters my office for an interview two years after he started using the Gefühlsmonster® Cards in his company.

For four and a half years he and his partner have been running a company with about 100 employees.

Here he reports about his experiences:

“I had got to know the cards in coaching and was immediately curious whether I could use them myself for my interviews. So I took the next opportunity to ask the employee to use the cards to show how he or she feels about our company. At first this was unusual for both of us, but the subsequent conversation was so comprehensive and enlightening that I developed this method further for myself.

I conduct these conversations in a corner of my room at a small table, not at a desk. I give the employee a set of cards and depending on the situation I say: “Draw four cards, how you feel.” Then I also give a period of time, for example in the last four weeks, the last six months, the last year. And when the person has chosen, I give the second set and say: “Now I’d like you to choose how you perceive me.”

There’s some really interesting stuff coming out. When a coworker comes up and says I was unfair or I was choleric. Then I say, “Let’s talk about it.” Let him pick four cards and say “Ah, this card! And this, hmmm!” And then I just try to address the feelings that I’m seeing.

And then something comes up, then it becomes a story. Then maybe you’ll have four stories, and then I’ll have feedback, which couldn’t be better. In the meantime, after the two years in which I’ve been working with the cards, I’m also developing myself further with this instrument. I only have eight cards from all the employees, independent of each other, which are drawn for me. Of course this changes, always sorted differently, and then I say “I can identify myself with it.This is just for both of us, confidential, you can tell me what you think.”

Most of the time I build up trust with this level, and then I say, “Now it’s your turn. For yourself.” That way I also get the bridge to the other side, and then suddenly there is openness. You experience that there is a development going on and a greater openness. The cards are nothing more than a door opener. That I can open a door to the topic, where a conversation arises that would never have arisen before, because you wouldn’t even think of it.”

Would you like concrete suggestions? In our “First Steps Paper for Managers” you will find concrete procedures that you can implement immediately.

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