Background information on the topic "Communication and social competence for managers

Talking to each other is very simple and at the same time infinitely difficult. Communication between team and management shapes cooperation and thus the atmosphere in the workplace. Ludwig Wittgenstein's philosophical advice "If you can't talk about it, keep quiet about it" (Tractatus logico philosophicus) is only suitable for everyday professional life in special cases, because it is only through communication that togetherness is possible.

Knowledge of communication, the emergence of patterns of communication as well as an overview of human images and their motivation makes it easier for managers to understand group processes and systems in teamwork. This explains recurring disruptive factors and at the same time provides clues to coping strategies. In order to break through patterns and thus meet the responsibility for a team, awareness of one's own social competencies is necessary, as well as the ability to apply communication patterns in a targeted manner. This in turn requires that managers know their own communication behavior and have alternatives in communication.

Reflected by the feedback from other seminar participants, the individual perception is completed. This self-perception of one's own competencies expands the scope for action in dealing with employees, because when one's own communication behavior changes, an existing team must reorganize itself and choose different strategies. In the modification of entrenched structures lies the opportunity to develop a constructive team that talks to each other and thus avoids misunderstandings in cooperation. When emotions are involved, social competence is called for.

The Management-Institut Dr. A. Kitzmann gives executives the opportunity to train the above in its seminars on the topic of "Communication and Social Competence" in Münster, Hamburg, Berlin, Frankfurt /M. and Munich.

Author: Management-Institut Dr. A. Kitzmann

Seminare für Führungskräfte

4,7

Communication and social competence for managers

4,6

Agile Leadership

4,9

Leadership behaviour

Professional management in practice