💼We not only bring our professional competencies, goals and ambitions to the workplace day after day. We also bring our family background, socialisation and value system. Parental patterns, the impacts we have had experienced throughout our life and the coping mechanisms developed in response to them. Our transgenerational heritage as well.
In many organisations, a new leader, expert or external support is brought in to initiate change. Fresh perspectives, new ways of working, challenging questions and solutions are expected. Very often, however, the newly brought-in leader or expert ends up fighting alone. Although they arrive at the request of the CEO or top leadership, they do not...
In many organisations, deep and painful transformations are currently taking place. In many cases this means 10–30% layoffs, ongoing uncertainty and unanswered questions. In this situation, leaders - especially middle managers- are in a particularly difficult position.
I often work with leaders who think on an extremely high, complex level. They see two or three steps ahead, hold entire systems in their minds, intuitively sense connections. This is an enormous strength but it can easily turn into a communication obstacle, and those receiving the message often:
"Why would someone NOT want to work with you?" - I was asked this question in a job interview once.
Based on trillions of aggregated and anonymized Microsoft 365 productivity signals, the latest Microsoft 2025 Work Trend Index reveals a work environment where interruptions never stop and true focus time has almost disappeared.
Once, during the implementation of a new HRIS system, my team was working under enormous pressure.
For the payroll team the stakes were extremely high: payroll had to run flawlessly - the bigger the organisation, the higher the cost of even the smallest mistake. They had been testing for weeks, tired, and it was already close to year-end.
Few things can divide a team as quickly as a poorly timed, badly aimed, or poorly designed team building.
How can we integrate AI into our life and work without weakening the very competencies that ensure our long-term, sustainable existence and competitiveness?
Recently, in an organisation, the CEO made a clear promise to employees. A message that team leaders also reinforced to their own teams. A few months later, the exact opposite of what they promised happened.
