MSometimes Christin Wiegel feels like a buffer. “If time is tight and we get pressure from above, then I somehow have to pass on the pressure in such a way that I challenge my employees without overtaxing them and that I don’t demotivate them,” says the team leader in financial accounting in a large social association . She leads three employees in terms of content, she is responsible for the figures that are reported to the management, as well as for the monthly and annual financial statements. She also works operationally in her team. She has no disciplinary responsibility. This means: Wiegel cannot issue any warnings or terminations, promise no salary increases and cannot transfer employees to other areas. All of this is the responsibility of the next level in the hierarchy, Wiegel’s own boss.
“I don’t have any really tough sanction instruments,” she says. She should still take on leadership roles. That’s why she relies on “soft skills”. Communication is the be-all and end-all, she believes. She also thinks it’s important to see yourself not just as a manager, but as part of the team. “I don’t want to seem aloof and I try to be as close as possible.”
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