For a few hundred years we have believed that thinking makes us human. That the more rational, analytical, fact-based we are, the more intelligent we are. “I think, therefore I am,” as we have learned and believed. But what if it’s not all about the person? AI thinks faster, more accurately, more deeply and even […]
If you only value IQ and thinking, AI can really take over the job Read More »
I read such a sentence on the screen in the tram, where they were teaching Estonian through word games. But isn’t this the same problem that organisations face every day? Because there are 2 things that are always lacking at work: time and money. And by constantly making up for these two shortcomings, we fill
“I have a timeless problem, I’m always running after time!!! Read More »
The results are good at best, the people are smart, the processes are in place, but still something is out of place. There is a tension in the air that goes unmentioned, there is a lot of talk in meetings, but not about what really matters. The feedback culture is polite but not honest. People
Why are many organisations tired? Read More »
Too many meetings and not enough good practice documents for meetings? If a person spends more than 20% of their time in meetings, Peter Drucker says, the organisation is sick. I agree. Meetings are often held in order to “keep the pulse beating”, “share information”, etc. But often a meeting is a way to escape
Too many meetings? Read More »
Impostor syndrome is the feeling that your achievements have come to you by chance. That at some point everyone realises that you don’t really know enough. It’s not just self-criticism, it’s a deep inner fear that I’m not really worth what I have. The person experiencing this is afraid that at some point others will
Impostor syndrome can often only be “treated” through deep inner work.
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Some have told me: “There is a sense of corporate gaming in your book.” At first, this seemed a strange comment, but later on, after analysing it, and also looking at my many 1-1 mentor clients, I really accept this “diagnosis”. Not because I’m in it so much any more, but it’s very familiar to
Corporate gambling – a pain that goes undiagnosed but is experienced by many Read More »
Organisations are full of beautiful words – values, security, meaning, collaboration, commitment, etc. From my own leadership experience and from my clients, I see that often behind the words live the things we don’t want to see. These themes drive us. And as long as we don’t talk about the things that are hidden, we
9 issues that are hidden behind fine words Read More »
It is a lack of personal spirituality. Also in organisations. And I’m not talking about religion. It is not just a lack of spirituality either, it is a fear of spirituality and the stigmatisation that comes from that fear. We are talking about anxiety, burnout and loss of meaning, loss of commitment. But we don’t
💡 The root of mental health crisis is not psychological Read More »
Values are not, of course, just words on a wall. Behind every value are beliefs – deep ways of seeing and interpreting the world. Beliefs, or basic programmes, are largely formed between the ages of 0 and 3, most by age 6 when looking at life at home and around us. 👉 One of the
HONESTY – a common values word in organisations, but why is it not always applied? Read More »
OKR (Objectives and Key Results) principles have recently been actively replacing KPI and other performance management systems in organisations. For those who are not familiar, a brief overview of the OKR framework:🧰 Objective – an inspiring and qualitative goal to reach🧰 Key Results – measurable steps that show the achievement of the objectives🧰 Ambition –
𝐎𝐊𝐑 𝐩𝐚𝐡𝐮𝐩𝐨𝐨𝐥 – 𝐞𝐛𝐚𝐩𝐢𝐢𝐬𝐚𝐯𝐮𝐬, ä𝐫𝐞𝐯𝐮𝐬 𝐭𝐮𝐥𝐞𝐯𝐢𝐤𝐮 𝐞𝐞𝐬, 𝐡ü𝐥𝐠𝐚𝐦𝐢𝐬𝐡𝐢𝐫𝐦, 𝐥ä𝐛𝐢𝐩õ𝐥𝐞𝐦𝐢𝐧𝐞 ? Read More »
