Juggling & Management (Paperback)
ISBN:
978-3-940965-99-8
Verlag:
FQL - Publishing, FQL Publishing
Land des Verlags:
Deutschland
Erscheinungsdatum:
01.01.2018
Format:
Softcover
Seitenanzahl:
56
Lieferung in 3-4 Werktagen
Versandkostenfrei ab 40 Euro in Österreich
Juggling is an art of movement that is also known as “music for the eye”. That means: you juggle with almost all your senses. In recent decades, the health-promoting and healing effects of juggling have been systematically studied. Kinesiologists confirm that juggling, among other things, stimulates and activates the cooperation between the two halves of the brain. Brain researchers from various universities have even found that juggling expands brain cells. Stephan Ehlers now explains in his book that juggling and the process of learning to juggle personal patterns become visible and tangible. This is why juggling is so well-suited for executives and those responsible for success. Both - leadership and juggling - deal with success, trust, change processes, goal setting, perception and flexibility. When juggling, managers subconsciously work on their attitude, their approach or their distance towards “new things”, on their energy, their personal disposition and their willingness to change. Juggling not only sharpens the senses but also (requires) skills such as concentration, balance, rhythm, coordination, flexibility, openness, creativity, measured use of energy, decisiveness and much more. All of these are skills required in business and get a new dimension of experience through juggling. Tolerance, the ability to cooperate and understanding are derived from this. Juggling is seeing pictures. The more concrete you see an image/goal, the easier it is for you to achieve it.
Juggling is a very simple and personal way of dealing intensively with situations of change and the resulting insecurity. Anyone who has dealt intensively with change and uncertainty will discover a number of resources that help to successfully manage changes in the company. When learning to juggle, the following questions are (unconsciously) addressed: What gives me security? How much security do I need? How much can I let go when things don't go according to plan? How do I deal with the feeling of insecurity that learning to juggle always triggers? - Change is only successful if managers first focus on themselves. Because organizations are only capable of change if it is their own leadership! That's why, from Stephan Ehlers' point of view, it is so extremely important that executives deal with their attitude and willingness to change their own willingness and ability... that's exactly what you will experience when you learn juggling.
Schlagwörter
Biografische Anmerkung
Stephan Ehlers has been juggling for 30 years, works as a speaker, trainer and professional juggler and invented the REHORULI® juggling learning system in 1995. This juggling learning system enables absolute beginners to learn to throw and catch with 3 balls step by step (with various throwing and catching exercises, initially with 1 and 2 balls) in an amazingly short time. Ehlers is the author of several juggling books and instructions in various formats and languages and is Europe's largest provider of juggling learning media with over 50 titles in bookstores. With his lectures (leadership & juggling, change & juggling, juggling & brain etc.) and juggling events (learning to juggle in a team or in record time), he has already enriched many well-known companies with creativity, know-how and results. Oliver Bäte, CEO of Allianz SE, learned how to juggle three balls in just a few minutes at Ehlers. The special thing about it was that all learning phases up to success were recorded on video. The Allianz boss then showed this video to several hundred managers at a kick-off event to explain the new change process at Allianz SE. Everyone could see that in the process of learning to juggle exactly what is to be expected in the change process happens: you have to get involved with something new and you will experience setbacks. You do things you've never done before. It doesn't feel good, but you have to keep at it. Managers have to go through the change process themselves. Must "grasp" how it works. In the end, however, there is also this feeling of happiness when you have mastered it.
