This interpersonal as organisational Motivationshemmer will be detected and removed, so that all employees at a high level to fully develop. The total four-stage process aims at continuous optimizing of the performance at all points of interaction. In my book two leadership approaches will be discussed in this context, which here can be deepened no further for reasons of space: the Genderfuhrung and the leadership of enthusiasm. This, as well as the intensive examination of every single touchpoint increases not only the commitment of employees and output, it laid bare internal efficiency reserves, leading to time and Cost savings – and to a resource optimization and ultimately to higher yields. Step 1: the analysis In the collaborator are touch point management first spotted all interaction points, which a working within the framework of cooperation with an Executive has or could have, and although considered from the perspective of the employee. There are two types: direct points of contact (employee conversation, greeting on the corridor, meeting, etc.) indirect points of contact (email, written statement, certificate, etc.) These are listed in detail the experiences that where an employee has or might have, be elaborated and disappointing the categories ‘, OK ‘, inspiring’ associated with.

It is the critical events as well as to the positive events that might happen to him there or happen in the worst case. Helpful questions: what’s going on just fine? When is a moment of great joy? Where there are sensitive situations? What is an employee at this Touchpoint? And what not? What could improve the performance of the work? What could intensify the motivation? Where do migration risks lurk? Which (acute) need for action arises from the perspective of employees? And what has prevented us so far, to do what is necessary? Although unpleasant, the question must be discussed necessarily. Because only when the true causes of action blocks are open, however, can do.