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Often referred to as the "poker face", the concealment of emotions and insecurities by leaders is increasingly under scrutiny.

The claim that CEOs must always have all the answers is diminishing. Instead, authenticity is taking centre stage.

In this article you can read about what an authentic leadership style entails and what advantages it has for CEOs and companies, especially in our VUCA world.

All companies have recognized that the people in their organization, with their expertise, represent the most important resource. Isn't it about time that the cost item "personnel" from the P&L is also countered by an asset on the balance sheet?

Sabine Walter discusses this question with Svenja Stöveken and Eda Wolff, both management consultants at Horváth, an international management consultancy for transformation, performance management and digitization.

Managing directors are not only responsible for developing a convincing corporate strategy, but also for its successful implementation at all levels of the company. It is therefore crucial that the strategy is understood and lived throughout the organization to ensure long-term success.

But how can managing directors meet this challenge? In this article, we will present key aspects that contribute to successfully conveying a corporate strategy in a comprehensible way across all hierarchical levels.

Feedback is one of the key leadership tools. However, many companies find it difficult to live a constructive feedback culture. Too little praise is given and critical feedback is either given in an unconstructive way or kept quiet for fear of conflict.

This article addresses three questions:

What is the benefit of constructive feedback?

What is needed for feedback to be heard and accepted?

How can feedback be provided constructively?

In executive coaching we often get the question: "What is the best way to deal with low performers?". There is no blanket answer to this question. Rather, it invites us to take a differentiated look at the topic.

In this article I address the following questions: How do you find out the cause(s) of the drop in performance or underperformance?
How can you structure and conduct an appropriate appraisal interview?
What can you do to achieve an increase in performance?

If you have found the real causes of the low performance and the measures help to eliminate them, you have a very good chance of turning the low performer into a top performer.

In the course of the change in the understanding of leadership and leadership styles, managers in many companies are also expected to fill the role of coach.

In this article I answer the following questions:
What framework conditions enable goal-oriented and effective coaching?

Where are the limits for the manager?

Which coaching tools can be integrated into leadership work?
What opportunities does this open up?

The Classic goal-setting and strategy process usually focuses on Growth. In a world of scarce resources, this represents No basis for sustainable entrepreneurial success dar.

Therefore, in this article we explain a Alternative procedure for goal and strategy development.

The understanding of leadership is changing continuously; in the last 10-20 years even faster than before. The demands on managers are continuously increasing, as it is a question of being able to VUCA world (volatility, uncertainty, complexity, ambiguity) to ensure the competitiveness of companies over a long period of time.

In this article we look at values-based leadership. I show what it is essentially about and how companies benefit from it.

How should I manage the first 100 days as a new leader? How should I behave when I take over a team or an area? What do I say when I introduce myself as the new boss? These and other questions are asked by many managers who take on a new responsibility within their own company or even in another company.

Zarah Speck has given you a Checklist that will help you build a foundation of trust in the first 100 days and find acceptance a

Humanistic leadership describes the understanding of humans, as the basis for influencing people in the company and choosing the appropriate management tools. The humanistic understanding of the human being is based on the assumption that the ability to develop into a "better" version of ourselves is inherent in each of us. What this means for companies and how the path towards a humanistic approach to leadership can be, explains Stephanie Wackernagel, lecturer at the Stuttgart University of Applied Sciences.

A myth that we often dispel in the course of accompanying Organisational development processes is: "Self-organisation does not need leadership." This is wrong. Self-organised teams need leadership.

But what is important in this leadership? When leading self-organised teams, the focus is on four central points:
the "what", the "why",
trust, and
the ability to form real teams.

Answering the "how, i.e. The development and pursuit of the solution and implementation path, is the responsibility of the teams.

In many organisations, staff appraisals are scheduled at the start of the year. In this article, we look at what contributes to good interview preparation, how appraisal interviews should be structured; we show which pitfalls there are and how you can avoid them.

We are on the way to a new age. Digitalisation is the number one topic.

That is why it is often used and brings to light language creations that are worth looking behind: Digital Natives and Digital Leaders. What is behind these terms? And what skills do leaders need to successfully shape the digital transformation?

In agile organisations, decision-making responsibility is handed over to teams, because by including multiple perspectives, more robust solutions emerge and delays caused by the "bottle neck" boss are reduced. This raises the question: What do employees need so that they can actively accept this extended responsibility and also make decisions productively in the group?
In this article we present the consent decision-making process and outline the process that this cultural change requires.

Competence development is not yet strategic enough in many companies and is often delegated to HR. Similar to German education policy, many companies still fail to recognise that the actual assetwhat they have, the know-how and competences of their employees and managers is. Since in many companies decisions are still purely numbers-based, this asset goes down. This is because it is not accounted for as an asset, but appears in the income statement in the form of costs. One more reason to once again emphasise further training and competence development as a central management task.

"Delivering quality, handing over responsibility, involving employees and letting them do what they burn for - with a common goal, freedom of design and trust." so according to Dieter Furch, Managing Director of Stingl GmbH in Munichleadership. Read the interview to find out what this looks like at Stingl.