As a trainer, I enjoyed working for many years with start-up managers, until at one point I got tired and wanted to focus more on introducing a new management philosophy with experienced managers. A couple of days ago I did the ABC of Leadership training again after a long time and again enjoyed this kind […]
My rediscovered passion: the ABCs of leadership Read More »
A salaried driver and a salaried employee have each sold 40 hours to the employer. No more. Namely, I meet from time to time with responsible managers who are constantly available through all possible channels, in the evenings, during holidays and on weekends. Also, when training managers, I always have to remind myself that if
Max 40-hour working week also applies to drivers! Read More »
The connection between each other and the target is poor? Improving these issues is often on the desk of human resource managers as cultural managers. However, in large organisations, the focus tends to fade away as management levels move up the hierarchy, and reviews of engagement surveys become ‘filling in the blanks’. Next year, the
Is people’s commitment low? Read More »
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 »
