HR & Company

Getting people and organisations moving

Some people experience that fact of becoming a leader as a real power trip. They enjoy the feeling of control over both people and information. And so they keep secrets, they give away little of their thoughts about people and their roles, and they protect their knowledge about the company and its future. This type of behaviour confirms the position of the leader as the boss, but at the expense of trust in the team

"Fundamental changes are complex and require much perseverance and discipline, but they stand or fall with the formulations of values and a common vision"
"Successful change requires professional conduct, knowledge of the conditions for a successful change and communication. The purpose of the change is also the road to change"
"A change will lead to success when the new behaviour has become habitual. That requires us to learn from our understanding. That is "learning from the future"
"Change requires learning. Values are the basis of learning processes, change is the capstone"
"The characteristics of successful leadership are not qualities; they are successful actions. The defining characteristic of successful leadership is the ability to act in a way that achieves your objectives in accordance with your values"
"Leaders are people who inspire others to follow their truth and desire"
"Credibility and reliability arise when people see and feel that the leader "says what he stands for and stands for what he says""
"Inspiration is a great power for valuable action"
"The ability to perceive or think differently is more important than the knowledge that has been acquired"
"Risks bring fear, but not taking risks means losing yourself... And taking risks in the most exalted form, means being aware of yourself"
"Think in terms of possibilities, not fears"
"Whatever you can do, or dream of being capable of, start doing it. Boldness embodies genius, power and magic"
"You can have all the facts and figures lined up, all the proof, all the support you can hope for, but if you don't inspire confidence, you are nowhere"
"leadership might need a different packaging. It has to be credible. All things considered, in the end, it is about credibility, about putting words into action"
"That which ultimately generates trust, is the visible respect of the leader for his followers"
"The end result of friendliness is that it attracts people to you"
"Strong reputations are created when companies are transparent in the way in which they do business"
"Try to be transparent, clear and honest. Even when it's difficult"
"Some people experience that fact of becoming a leader as a real power trip. They enjoy the feeling of control over both people and information. And so they keep secrets, they give away little of their thoughts about people and their roles, and they protect their knowledge about the company and its future. This type of behaviour confirms the position of the leader as the boss, but at the expense of trust in the team"
"Trust becomes a verb when you clearly show that others are worth it and have potential. So clearly that they start to see it for themselves"
"Creative thinking is about letting go of normal patterns (paradigm shift), so that we are able to look at things differently"
"Quality is meeting the expectations of the customer, management or client. Quality is the result of structural effort and professionalism, which is achieved with good people and which requires assurance"
"A leader serves people, teams and organisations. A follower makes effective leadership possible"
"Personal authority is created by credible behaviour and an appealing vision"
"The "how" requires gentle interventions through guidance and training. Specify what a desired change actually means for the daily work, help people and support them where they want to be supported"
"The "what" requires strong interventions through orders and sanctions. Be transparent about your vision, your expectations and the playing field and demand accountability"
"Effective direction requires a balance between the "what" and the "how""
"Working with "facilitators" is a successful intervention in order to stimulate a culture change"
"It's about who gets paid, not how much the pay is"
"Why some companies make the leap… and others don’t"
"In the process from good to better, the most important thing is not the people, but the right people"