No. 21: Healthy Self-Reflection for Politicians, Managers and Teams? Why Active Passive Reflection Culture is Valuable
Through years of practice, politicians and managers are used to giving others answers, showing strength, providing certainty, making decisions and dealing with the most complex situations of conflict. Then you have jam-packed calendars that often exacerbate enormous...
No. 20: Trust – The Most Important yet Invisible Currency
When speaking to organizations, the discussion centers all too often around KPIs, performance, increasing EBIT and other objective matters - sometimes almost exclusively. When the pressure is on, or it feels like it is, focus zeros in on achieving targets. As Change...
No. 19: Top Performance: “Healthy Top Performers” vs. “Worn-Out Workers”! (Part 2)
Over recent years, there’s no question that the mental load on managers and teams has increased. These increased requirements on the individual and on teams can be observed in the sporting world too. You could use football or golf as examples here. Challenges fall...
No. 18: Top Performance: “Healthy Top Performers” vs. “Worn-Out Workers”! (Part 1)
Many of us - especially in private enterprise - want to be successful. But the term “success” actually needs defining. Especially at the beginning of any desired change, it’s important to make it clear to yourself what your goal is and how you would define...
No. 17: Trail & Error Don’t Hurt
One area that will seemingly never be irrelevant in organizations is error culture, or error management, which are often used synonymously¹. On one hand, you can now find information en masse about this topic, and plenty of intelligent studies and guides on how to...
No. 16: Success – Health – Happiness! Methodically Transforming Yourself and Others
Success, health and happiness! Who doesn’t want this out of life? But a major part of this depends on our work. In permanent processes of adjustment and change within an organization, there seems to be a negative tension triangle of ambitious (primarily monetary)...
No. 15: Swindle, Sham or Truth – The Invisible Levels of Complexity within Transformation Programs
In Blog 14, we discussed that, unlike German insolvency law for example, what goes on within larger organizations often lacks hard figures and criteria that would result in transparent, stringent and thorough actions as a consequence. Are the inner workings of...
No. 14: Inner Insolvency – Explosions, Implosions, Collapses and Standstills
Internal difficulties, e.g. during complex transformation programs, are a major dilemma within large companies and businesses. While German insolvency law, for example, recognizes three specific instances for initiating insolvency proceedings, the inner workings of...
No. 13: Slow is smooth and smooth is fast
If you’ve seen the American comedy show Modern Family, you’ll have heard this phrase before. Phil Dunphy uses the phrase “slow is smooth and smooth is fast” in those moments when he’s trying to get his family of 5 from A to B through seemingly difficult situations....
No. 12: On missing (hierarchy-) all-rounders with qualities and networking
Everyone probably has a different idea of their ideal organization. Depending on preference, it might be more hierarchical or cooperative in its structure. The fact is that many organizations and companies in Germany are still set up with a strict hierarchy. This...