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

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

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

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

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

Have you ever visited the world’s largest prison? When people are asked about freedom and whether they consider themselves free, the answers vary wildly. Many feel there are borders or limitations to their liberty. Here is what those limitations often look like: Spatial Freedom : Some cannot leave their country or a specific region. Perhaps their nationality prevents them from visiting a place they dream of seeing. They wish to travel, but they cannot. Professional Freedo

A colleague of mine recently asked me for advice and feedback on a specific situation. I agreed to meet with him for an open conversation online. We talked, and I openly shared all my thoughts with him. He listened and commented. Then, after about 20 minutes, something unexpected happened. He asked me if I could send him a summary of my feedback by email. What?! Seriously? Man, you asked for my help. I took the time to talk everything through, and instead of taking notes your

"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

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

"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

With the new year underway, many people are taking time to set objectives. Others are reflecting on whether their personal vision is still accurate and helps them steer in the right direction. I invite you to step back and pause for a moment. Let’s focus on what will be important and meaningful for you when 2026 is over. Which of your objectives will have helped you choose the right path? You don’t know? Me neither. Neither for you, nor for me. So, how can we make t

For 2026, I wish for you to be content. Have the trust to listen to yourself. Everything you need to know is already within you. In an age of AI and daily information overload, I wish for you to recognize and value your intuition. It takes patience to trust that life will bring the right information to you at the right time. It takes courage to not fill your mind with every available detail, but to select only what serves you in the present moment. It takes reflecti