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

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

"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

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

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

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

A leader based in a different country once approached me with a challenge: "I have a team member who tells me exactly what I want to hear, but his actions don't match his words. Since I'm not there physically, how can I identify this and manage him differently?" When leading from a distance, you cannot rely on "vibe" or hallway observations. You have to bridge the gap with triangulation and granularity. Here is how to handle it: 1. Triangulate Your Perspective Don't rely on a

Are you a people manager who finds it challenging to let go? Do you prefer being close to your employees and following up constantly? Are you a fan of tracking as much as possible? If you want to change your leadership style but don’t know where to start, this is for you. Let me tell you: it is super easy and incredibly tough at the same time. Why? Because it is primarily about a mindset change . Changing your mindset and your attitude can feel like a huge hurdle. Howev

Culture, in itself, is a complex topic. It is assessed and perceived differently depending on the individual. I believe that every employee defines the term “culture” differently and certainly associates different topics and priorities with it. In my HR experience, culture is often underestimated. Many organizations do not make it a top priority, or they only pretend to do so. I rarely meet managers who stop by my office and say, “Hey, Agnes, I wanted to share a cultural topi

"Creativity is the focused combination of unlikely things. Your mind locks onto a certain element and then searches widely for something unexpected that fits with it. What can scuba diving teach you about agriculture? What can trees teach you about public speaking? There is always some connective tissue between disciplines. If you wish to be more creative, look for the connections between two previously unconnected things." (James Clear) This applies just as much in a busin

Imagine a job interview. You are sitting with a candidate who is excellent at presenting herself. Time passes. You start to wonder: is she truly this confident, or is she just trying to appear flawless? How self-reflective is she? Is there a gap between her self-perception and how others perceive her? How do you find out? The current trend in recruitment is to maintain a positive atmosphere at all times. The motto seems to be: think positive, stay positive, talk positive.

Is this a harsh truth or just an exaggeration? Many supervisors fool themselves when they send their employees to trainings and believe that is enough. They think that simply selecting a course completes their leadership duty. Moreover, I have met many employees who are convinced that attending around two external trainings per year is—or should be—the standard. Regardless of the actual need: two trainings. And if Colleague X got two, I should also have the right to enjoy

While sitting in a lengthy meeting recently, I found myself reflecting on the age and seniority of the attendees. In HR, we often teach that younger, inexperienced employees require more guidance and a hands-on leadership style than seasoned professionals. (While we could argue that this isn't true for everyone, let’s shift our perspective for a moment.) What about truly senior people? Those who have accumulated decades of experience and know their roles—and the company—i

"People usually judge you based on where you are at currently, not what you could become eventually. Don’t let one comment stop you from trying. File it away or use it as fuel. Focus on getting better. Someone else’s analysis of your current position doesn’t tell you anything about your current potential." I love this quote by James Clear (taken from his inspirational newsletter). It is so relevant for leadership or when hiring someone. We often get fooled by looking at the c

I’m currently in many sessions discussing individual employees and their performance in 2025. Some of the people managers—some of them new to their leadership roles—don’t really know what to say, how to assess, or how to start difficult conversations. That’s normal. It takes some reflection and practice to give meaningful feedback. Today, I would like to share some thoughts on the purpose of giving feedback. We are all adults. We are responsible for our own lives. Yet

You are looking for an HR Manager or Specialist to help you develop a great company culture? Great. You do it because someone told you that you need HR? Okay. You think that this HR person will solve your problems and change your culture? Sorry, nope. You can hire the best HR person (which is a good decision), but he or she won’t change much alone. They can be the best individual fighter and they might succeed in reaching other open-minded individuals, but the problem is ALON

First of all, let me tell you that you might get to know your best friend ever at work. If that happens, forget this article and celebrate your friendship! For the rest … let me give you some examples of consequences when being too close at work. What means being too close? How can you be too close with someone? It depends on the culture and business environment you live in. Some countries, in general, tend to be very close and relaxed at work. There might be no clear l

Human conflicts and disagreements are natural. As long as human beings work together, there will be those who work well together while others feel strong dislike. And each individual would be convinced that their view of the situation is right. Worse, many feel that their perception is the only possible way of seeing it and, therefore, they must be right. Since there is often not one single solution which helps to decide who is wrong and who is right, managers – even when