“Joy in leading others results in success – and not the other way around.”
Leading defines the direction of a movement that evolves from within.
That is the reason why leadership is always a question of
Companies and organizations need more leadership! Not a process-oriented but rather an
dictating integrating leadership that transports culture, builds trust and enables transformation.
How you touch and move employees with your ambition.
Comfort zones are the ultimate death of movement and development – so leave it! Create an attractive gravitation field that employees can’t resist. Offer meaning and create resonance. This is how you generate identity.
In short: An ambition that does not establish connection is like a letter with no salutation.
How you unite employees to initiative, agile and diverse communities.
Today, cooperation seems pretty simple: it’s virtual, fast, punctual and diverse. You just need to create a safe and stable ground for it: endow trust, foster diversity and anchor your own culture.
In short: Diversity presupposes diversity – and starts in the head.
How you unfold potentials in employees and create new opportunities.
Positive emotions trigger employees’ engagement, creativity and courage. So honestly and energetically strengthen their strengths and see their potential unfold.
In short: Challenging expectations and honest discussions wake up dormant potentials.
How you empower employees to help themselves and help others.
Old-fashioned thinking blocks performance. The same is true when it comes to leading others. Love and live your role as a coach to show employees that you care and help them help themselves and others.
In short: Respectful interactions open alternative interpretations – and actions.
How you strengthen and multiply the success of employees.
Successes energize! Even your employees. Help them see, accept and appreciate their contribution and gauge their own potential for further development.
In short: Successes create new gravity fields.
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Employees experience their work as significant when they understand not only what (recognisable) contribution they are making, but also whether this brings them closer to their own values, dreams or ambitions. How well do you already make this important connection?
Inspiring for goals
Employees contribute to the development of the company when they are enthusiastic about the company’s goals. How well do you already create the emotional resonance necessary for this?
An attractive perspective is created for employees when their own development is in harmony with the development of the company. How well do you already achieve this congruence?
Culture has a great integrating effect, provides orientation and creates a sense of belonging. Employees experience culture in everyday life primarily through the behaviour of their superiors. How consciously do you communicate corporate culture?
Trust is the basis for a functioning cooperation in which knowledge is exchanged (without reservation) and mistakes are openly discussed. To what extent do you succeed in building up this mutual trust?
Allow new ideas
Diversity helps to better grasp and understand complexities. To do this, a system must open up, allow new perspectives, ideas and approaches, test, integrate. How consciously do you encourage employees to embrace new ideas?
Employees grow with their tasks. And only realised potentials point to new potentials, just as when you can only see the next one on a mountain top. How consistently do you develop employees in their everyday lives?
Promoting inner strength
Inner strength expresses itself in such a way that employees independently find ways to reach their goals, believe in their own abilities, fall on their feet or explain events in a more positive way. How consciously do you support this inner strength?
Feedback is simply the cheapest and at the same time the most effective method of showing employees honest interest, encouraging them and stimulating the exchange of experiences. How consistently do you use it in your everyday life?
New paths often only emerge through new perspectives, e.g. with systemic questions. They open your eyes to (larger) connections and to your own contribution to a situation. How well-versed do you use systemic questions to open up new spaces for solutions?
Inner blockades are (useless) convictions. They prevent employees from taking new steps. But they can be identified and dealt with in a structured discussion. How well do these discussions succeed?
Employees are important performers, but first and foremost people. How well do you encourage respectful appreciation and exchange at eye level?
A development step is complete when employees can see the (positive) effect of their commitment on the customer. How consistently do you achieve this recognition?
Successes are celebrated with pleasure. Often, however, they are hardly ever openly shared and further used in the company, so that organisation-wide learning could be made from them. How diversely do you use successes for communication with stakeholders?
Setting new impulses
The better employees recognise the impact of their own successes, the more likely they are to take on further challenges. How consistently do you use this moment to take the next steps?
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Short Curriculum vitae
Get to know me (better).
Why necessary change does not happen even when all involved parties have committed to it? And what does that mean for leaders? I am passionately devoted to these and similar questions. In my work I integrate insights from various sources such as Positive Psychology and different development approaches to help leaders in many organizations to identify and overcome the Immunity to Change (ITC) of individuals and groups. So that they might achieve a state of continuous and deliberate development.
− PhD in business administration and economics; university of Basle
− Positions in Management Consulting and Banking
− Since 2003: self-employed entrepreneur and leadership partner
− 2011: ITC diploma of Harvard university, Boston
− 2013: ITC-facilitator diploma of Harvard university, Boston
− 2018: Latest publication (in german): “leading with the T.I.G.E.R.-Method”
− 2019: Published various articles (see material)
− 2020: SGO: Practice Head “Leadership”
− 2021: Conversations at the Growth Edge; by J. Garvey Berger (cultivating leadership)