project management

More than colleagues

Anyone who knows me knows that I'm not a fan of fixed structures. Rather, I believe that too many structures are not good.

Not good for creativity or motivation. Coordinating the tasks every day, I no longer pack. I don't want to want to have a hand in deciding every project in detail. Technically, all of my employees are even superior to me in many areas. Why should I then technically think that I want to know everything better. But I want to define clear goals. Where do we want to go? Is what we're doing right? Is this how we do it right? Is a recipient to be defined for each task? Projects just for the sake of projects are not ideal. Every project needs feedback and acceptance. That's important to me. If on the one hand the requirements are very high - but on the other hand I don't always want to sign everything, then it's not necessarily easier for everyone. How does Nino know whether what he brings with him as a task, for example from a municipality, can also work? How does Natalie find out whether the BA work is also necessary for specific further steps? Quite simply – if we understand each other as a team. The power of the ENO lies in the uniqueness of all employees, which is also accessible to all employees. If we are agile as a team, it becomes a shoe. Then you sometimes help each other with content, sometimes with advice and action or directly at an event on site.  

Everyone knows everyone 

In order for us to be able to help each other, we need knowledge. Who is active in which topic? What is the current focus of the project in this service point? But what is needed above all is trust. If colleagues don't know each other and don't trust each other, all theoretical cooperation is wasted. How is Ariane supposed to help Maja in tourism if you can't rely on each other? If I carry #TeamEno in front of me so often, that's the core. Good togetherness comes from being able to work well together. 2021 in particular was a new challenge for all of us. On the one hand, because face-to-face appointments did not take place as usual. On the other hand, we were also able to deal with the topic of structural change for the district. And so we looked for and hired new staff. The inclusion of many new employees in the ENO team was also new for us and our partners. The challenge for us was to get the "ENO gene" into people's heads as quickly as possible. After all, we are strongest as a team. A constant transfer of knowledge was and is necessary for this. Just knowing something is great. However, it is also important to let your colleagues share this knowledge and, conversely, to use their knowledge yourself. The message to the team was clear: Don't necessarily reinvent the wheel - use the wealth of experience that already exists. If you have any questions, ask. Nobody bites. This also applies the other way around. Hey, there are new employees coming. Ask for their perspectives. Use their qualifications. Immediately try to explain your previous work. Where are there intersections, but where are there perhaps duplications? How can we turn off the latter? Together we hear more, see more. And this results in new project ideas and approaches on how we can have a positive impact here in the district of Görlitz.  

You can find out what Petershain ponds and a creative, entertaining entrepreneur have to do with our team development in the next blog on Friday.

The photo shows the ENO team in 2020 - the challenge for this year will still be to get the complete team with all new employees in one picture.