Why taking this perspective will always give you an advantage Today, I want to share an insight with you that changed my business life and career fundamentally. It is about the moment I started to understand the power of becoming a manager’s most strategic ally. The go-to person, the one they would rely on more than on any average employee. To start with a clarification first: This has nothing to do with being a people pleaser. I am not asking you to be a clone of your boss,

There are a few corporate sayings that really trigger me. But there is one that—with online meetings all day, every day—has been used far too frequently in the recent past: "I’ll give you back ten minutes." "Lucky you, we finished early, so I'm giving you half an hour back." Really? You are giving me back time? I don’t think so. First of all, I realize it’s meant to be friendly. The intent is usually to make meeting participants feel good or relieved. So why does something ni

When I go to a different country, I always feel it’s Agnes, the German, in a foreign country. Like now, I feel German in Waterford, Ireland. And while I truly enjoy the team and the West site and everything, I feel foreign in a way. Like a tourist going to a country and then returning home by leaving the country. Just now I realized that there can be a different perspective. By spending four days in Waterford, a small piece of me becomes Irish. I soak in the energy that is he

I see it almost every day and at all hierarchical levels: Someone doesn't behave the way we want them to, and we instantly discredit the entire person. Sometimes openly and directly, sometimes secretly and in confidential conversations with HR. We fail to separate the two: that we are actually just dissatisfied with a specific behavior because it doesn't align with our own expectations or needs. I find myself wondering and reflecting on maturity and professionalism time

We all know the phrase: "The brain is a muscle." But in the world of high performers, this metaphor is often dangerously misinterpreted. We believe we must keep this muscle under maximum tension 24/7 just to keep from falling behind. Modern neuroscience and psychology paint a completely different picture. True high performance does not come from permanent pressure; it comes from the art of precise periodization. Neuroplasticity: You Become What You Standardize Our brain posse

There are several assumptions about becoming a leader that are either false or vastly overrated. Particularly when speaking with numbers- or data-oriented professionals—such as scientists, finance experts, or engineers—their logic is deeply rooted in "either right or wrong" (never both), correct versus incorrect data, and the one right way of doing things. When they move into a leadership role or deal with employees, they often carry this exact same mindset with them: they tr

In weak organizations, formal warnings are avoided because many leaders shy away from conflict. "He didn’t mean it." "She understood that it wasn’t okay." "We aren't that strict with others either." Sounds like valid arguments? Usually, they aren't. Of course, a formal warning has legal relevance. The choice should be deliberate. It is neither fair nor legally sustainable to issue a warning to Employee A while regularly tolerating the exact same behavior from Employees B and

Most people are already working at capacity. The problem isn’t a lack of effort. It’s a lack of focus. We’ve all seen it: A constant blur of movement. Back-to-back meetings. A dozen "top-priority" initiatives. Yet, despite the exhaustion, the needle barely moves on what truly matters. Activity is not achievement. When pressure increases, our instinct is to do more. But adding simultaneous tasks usually just means creating more noise. Real progress only happens when energy is

"It’s all about the people," they say. I have heard leaders repeat this phrase countless times. Come on. Really? Most businesses exist to make money. There is nothing wrong with that. But it means that people are not the ultimate priority—at least not if their needs clash with the company's financial goals. So, let’s assume those leaders mean they truly care about their employees and recognize their value. Great. That is a step in the right direction. But now, look at your re

As leaders and builders, we are wired to fix things. Our minds constantly scan the environment, looking for the next flaw, the next upgrade, or the next problem to solve. This drive builds solid structures, creates growth, and moves teams forward. But it also comes with a hidden tax: a constant, subtle restlessness. You can look at your organization, your team, or even your own life and realize that on paper, everything is remarkably fine. You have the foundation, the skills,

In my professional journey, I have often observed a recurring pattern—both in my environment and, if I am completely honest, within myself: the relentless chase after the next milestone, the next project completion, or the next professional "summit." It is a very human trap to think, "Once I reach that goal, I will finally catch my breath. I will finally find peace." But there is a psychological truth that many of us learn the hard way: External achievements rarely change our

If you want your team to succeed, reduce the noise. Communicate with intention. Buffer unnecessary information. Reduce the number of meetings and emails. Create an environment that enables true focus. One part of your leadership role is to aim for simplicity. The world is complex enough; don’t add to it. Be the one who creates a microcosm where noise is reduced and positive energy can flow. Creating a calmer work environment leads to well-being, which leads to increased produ

In HR, it’s easy to fall into the trap of over-engineering. We often try to build a process for every single exception. The result? Bureaucracy instead of agility. To keep your HR operations scalable and lean, I use five golden rules when designing and establishing processes: As few rules or restrictions as possible, but as many as necessary. Keep the barrier low and trust your people. Focus on high repetition. The more frequently a process is needed or the more people it a

One of the challenges I encounter in my daily HR environment and as a leader is that team conflicts are inevitable. Employees—no matter the hierarchy—have a tendency to complain about others. Not necessarily only about individuals, but also about departments, organizational structures, or even the weather. There is always something external happening that negatively influences their mood and ability to work. (I am aware that this might not be true for all cultures. My environ

When you find yourself getting angry at someone or frustrated by a situation, ask yourself: "Is my response—and the time I’m investing in it—really worth my energy?" You may have experienced something genuinely hurtful or frustrating. It is natural to feel that sting; it certainly caused you pain. However, your response and the time you spend dwelling on that person or topic in your mind will define how much value and attention you choose to give it. Let it pass. Choose to mi

While short-term mentorship can be effective, I prefer to view it as the foundation for a long-term relationship. When a mentor and mentee connect, they build a trusting bond that can last for years—sometimes even a lifetime. I know many senior executives who still speak highly of the mentors who guided them early in their careers and helped shape their direction. How to be a successful mentor: Here are a few principles that define my approach to mentoring: Mutual Learning: I

This sounds so logical, yet many supervisors find it challenging in their daily business. When you are new to a leadership role or a new person joins your team, one question often dominates your thoughts: How can I, as a supervisor, ensure that my employee does the work they are supposed to do? How will I know if they are performing according to my expectations? If you are just starting this professional relationship, the honest answer is: You don’t. You cannot know. Insecuri

One key part of success is preparation. Some people believe they are experienced enough to „just wing it,“ jumping into meetings with self-confident improvisation. And while they might not do a bad job—relying on years of experience—the result is often just an average performance. It is easy to spot someone who is staying in their comfort zone, simply doing "just enough" to get by. Truly senior players, despite their vast experience, take the time to prepare and refine what t

It is easy to talk about people. It is comfortable to talk about problems. It feels like instant relief; you might even think that by "talking it out," the issue is resolved. However, moving from "talking about" to "talking with " is the real key to success. Only this step transforms the illusion of a solution into real problem-solving. Addressing a person directly and discussing the problem you see sets the stage for actual change. By expressing yourself, one of two things

The other day, I saw this slogan: „Work hard, stay humble, enjoy good coffee!“ It’s a nice marketing line, and they do serve great coffee. But it made me stop and wonder: Do I actually identify with this? Coincidentally, a day later, I heard someone claim that "working hard" is the only guarantee of success. Once again, I found myself reflecting on whether that had been true for me. I remembered how my parents—and even my grandmother—constantly urged me to work hard. “Be a go