Press Releases

Self-Management - "No Time to Get Everything Done?

When was the last time you were able to plan your day to the minute and control your time effectively? There are always fires to put out and distractions that take you away from even the best-laid plans. Certainly, there are many things you can do to manage your time better, but the key to time management lies in the way you think about time. Your lack of time is a symptom of the overarching mindset you may have about time. ...

An article by Marla Tabaka published on "Inc.com" on August 20, 2018.

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Leadership - "How different nationalities shape leadership style"

A global personality assessment found diversions among nations regarding leadership values and company culture.
National and cultural background may not directly impact leadership skills, but values do impact the culture the leader establishes within an organisation. Although personality and leadership skills are important, how a leader’s values align with the core values of an organisation also determines success. ...

An article by published on "theHRDIRECTOR" on January 7, 2018.

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Leadership - "That's Why Employees Really Quit Their Jobs"

While there are various reasons for people quitting their jobs a large percentage point back to the manager. But what's interesting to note are the common mistakes managers make that may result in their employees quitting - all avoidable if given the right skills. The evidence is clear here that there's a leadership gap due to how managers can mismanage human beings ...

An article by Marcel Schwantes published on "Inc.com" on September 21, 2017.

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Leadership Development - "It's Time to Update Leadership Development"

Leadership development may be the next human capital system ripe for disruption. That’s largely because work is evolving to become less siloed and hierarchical as organizations shift their focus from processes to culture. To be effective, today's leadership development models and methods will likely need to change. ...

An article by Shonna Waters published on "Society for Human Resource Management" on July 24, 2017.

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Corporate Management - "Poor Communication Is Often Not What It Seems"

Do employees complain that your company suffers from a lack of communication? That the left hand doesn’t know what the right hand is doing? While poor communication is often the scapegoat people point to most readily, it’s not the only one. Most of us do a pretty lousy job of figuring out what’s actually bothering us. …

An article by Art Markman published on "Harvard Business Review" on February 22, 2017.

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Leadership - "Leaders Are Made, Not Born"

Obviously, we have an expensive misunderstanding when it comes to developing leaders. Leadership ability is not so rare. Leaders can be found in many places. They need not to be expensive to develop. And we are fooling ourselves when we think that there are objective measures that can predict leader quality. Although knowing better ways to improve leadership development and selection, does not guarantee there won`t be bad leaders. ...

An article by Nathan Bennett published on "Forbes" on November 3, 2016.

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Self-Management - "If You Want to Learn Get Out of Your Comfort Zone"

Needing to speak in public, wanting to expand your network, making small talk with strangers, speaking up in meetings. Situations like these may be professionally important, but are personally terrifying, unfortunately, and ubiquitous. But the problem is, of course, that these are also necessary. As we grow and learn in our jobs and in our careers, we are constantly faced with situations where we need to adapt out behavior. ...

An article by Andy Molinsky published on "Harvard Business Review" on July 29, 2016.

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Leadership - "What Abruptly Happens When Real Leadership Shows Up"

There are no bad teams, but only bad leaders. Leadership is what determines how successful you and those around you are. If there is minimal success, there is minimal leadership. There are very few real leaders who genuinely stand for something and brightly reflect those standards, who are willing to put everything on the line for what they believe in, and who create change and lead. Leadership is not born, it’s made by leaders. Until you do, nothing will change ...

An article by Benjamin Hardy published on "The New York Observer" on March 28, 2016.

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Corporate Management - "The Biology of Corporate Survival"

Today companies operate in an increasingly complex world; business environments are more diverse, dynamic, and interconnected than ever - and far less predictable. Some believe that companies are dying younger because they are failing to adapt to their environment which they misread, and fail to support a viable approach with the right behaviours and capabilities, or select the wrong approach to strategy. ...

An article by Martin Reeves, Simon Levin, and Daichi Ueda published on "Harvard Business Review" THE MAGAZINE January-February 2016.

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Corporate Management - "Employee Wellbeing Is About Business Results"

There is a growing awareness of the impact that employee wellbeing have on individuals, businesses, the economy, and the society. Meanwhile research shows that organisations with effective wellbeing programs outperform the market. To be effective, wellbeing does not always mean spending money. Recognising people as individuals, showing appreciation, and treating them as adults by providing flexible working are no-cost ways of addressing work-life balance, a key driver of wellbeing. ...

An article by Helen Wright published on "Personnel Today" on November 9, 2015.

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Leadership - "Managers Need a Philosophy How to Lead"

A manager´s job should no longer be just about getting the work done. It´s more likely to find yourself juggling conflicting demands, delivering difficult massages, and addressing performance problems. While there is no guidebook of straightforward answers to your challenge, having a clear philosophy can provide a firm foundation from which to operate. ...

An article by Carol A. Walker published on "Harvard Business Review" on September 15, 2015.

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Leadership - "Leaders Must Not Have All Answers"

Organisations today are simply too complex for leaders to govern on all levels. They still have to understand their business thoroughly, but it is unrealistic and ill-advised to expect them to have all answers. Today specific knowledge is located on lower hierarchical levels. One way for leaders to adjust to this shift is to adopt a new role: that of a coach ...

An article by Ed Batista published on "Harvard Business Review" on February 18, 2015.

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Leadership - "Employee Engagement Depends on What Happens Outside"

Companies are increasingly spending enormous sums on developing their employees. However, the employees' engagement is at record lows. What's wrong here? Maybe money is spent in the wrong places? Maybe the modern workforce is demanding more? In fact most models are centered on the work environment. But they better should focus on the employee. What happens after the workday is of much importance. ...

An article by Susan LaMotte published on "Harvard Business Review" on January 13, 2015.

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Leadership - "How to Motivate Your Team Without Carrots or Sticks"

What keeps people unmotivated is the constant measurement of processes and performance, no matter how insignificant, as well as the presumption that can't manage their own tasks and priorities without the help of managers. But the truth about motivation is if team members aren't motivated, it isn't their fault, it's the managers' one. ...

An article by Liz Ryan published on "Forbes" on October 26, 2014.

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Personnel Management - "To Retain Staff Just Know What They Want"

It is a known issue companies face regularly; changing staff. Talented employees leave their jobs because they want to clear and greater opportunities to develop and advance. Having a clear picture of what their goals are and developing them accordingly will assist to retain people. Just speak to them ask them a few questions ...

An article by Adam Verity published on "Entrepreneur" on May 16, 2014.

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Leadership - "Bad Management Is a Habit"

Feedback is a problem in organisations. It´s "too rare", "too vague", "too attaboy"! Weak or absent feedback leads to demotivation. But there are several reasons to intensify feedback. These can be low-cost, high-impact changes, but they require ongoing and thorough support. ...

An article by Paul Rupert published on "TLNT - The Business of HR" on March 11, 2014.

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Leadership - "Confidence that Sparks Motivation"

It’s so easy to give up prematurely or not get started at all, without enough confidence, and hopelessness and despair prevent positive action! Confidence is an assessment of a situation that sparks motivation. Having confidence, you’re motivated to put in the effort, to invest the time and resources, and to persist in reaching the goal. So better avoid these traps! ...

An article by Rosabeth Moss Kanter published on "Harvard Business Review" on January 3, 2014.

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Corporate Management - "Ideas that Shaped Management"

Looking back we think about aspects that surprised us or provoked different thinking about an intractable or perennial question in management; a set of ideas that together are useful and a quite accurate account of management concerns. ...

An article by Katherine Bell published on "Harvard Business Review" on December 24, 2013.

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Leadership - "How to Manage People on a Sinking Ship?"

No company's future is secure, several recent examples remind us. But how do you manage people who are likely panicking about their future? And how can you keep your team’s motivation and productivity up? Even when your company is somehow in trouble, there are ways to help team members stay focused, deliver results, and weather the storm. ...

An article by Amy Gallo published on "Harvard Business Review" on November 26, 2013.

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Team Management - "Know Your Team´s Motivational Mind-set"

Before you work with your team you should know how to motivate your team members. Important is whether they are more focused on what they have to loose or what they have to gain. Experts talk about the prevention focus on one hand and the promotion focus on the other hand and show up respective consequences. ...

A video by Heidi Grant Halvorson published on "Harvard Business Review" on July 2, 2013.

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Innovation Management - "The Innovator Who Knew Too Much"

It is a profound irony that the more you know, the more experience you gain; the more difficult it can be to move forward to really meaningful innovation. But as we gain, retain, and process information, we like to filter it through our own view influenced by our past experience, likes, and dislikes. ...

An article by Andy Zynga published on "Harvard Business Review" on April 29, 2013.

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Strategic Management - "Strategy and the Uncertainty Excuse"

Asking business executives about their company´s strategy, or about an apparent lack thereof, they quite often argue they can´t do strategy because of the too much uncertain operating environment. But without "doing strategy" the enterprise runs the risk of taking decisions being contradictory across levels or its competition being ahead. ...

An article by Roger Martin published on "Harvard Business Review" on January 18, 2013.

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Innovation Management - "Innovation Is Tied Only to Operating Rules"

"Small companies are more innovative than big ones" - "big firms have more ability to innovate". Both arguments are oversimplifications. The key for every company - regardless of size - is to figure out how to consistently create value in a demanding, ever-changing market. ...

An article by Nilofer Merchant published on "Harvard Business Review" on October 31, 2012.

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Management - "The Seven Deadly Sins of Management"

Quite often manager feel safe in their position without the skill and/ or the will to do their job properly. Knowing what "good management" shall look like companies spend sums of money to help their managers to become better. And still so many bad managers do such a poor job. Why? ...

An article by Julian Birkinshaw published on "Harvard Business Review" on August 16, 2012 .

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Strategic Management - "Continuous Improvement - The Only Way?"

Many companies invested heavily in continuous improvement. But as the innovation expert Vijay Govindarajan says, "The more you hardwire a company on total quality management, (the more) it is going to hurt breakthrough innovation. ..." We should absolutely not abandon continuous improvement, but perhaps it is time to nuance the approach. ...

An article by Ron Ashkenas published on "Harvard Business Review" on May 8, 2012 .

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Leadership - "Transparency as New Leadership Imperative"

What kind of leaders companies need in future? It is more important than ever for leaders to embrace transparency. Stakeholders should know what leaders want and stand for. There are three reasons why the new leadership imperative is transparency. ...

An article by Dorie Clark published on "Harvard Business Review" on April 11, 2012 .

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Leadership - "How to Lose Luck as a Leader"

There is a paradox: Once leaders got to be successful they quite often lose the connection to attributes having helped them to get there. Attributes being associated with a lucky attitude and lucky network are important for continuous leadership growth. ...

An article by Anthony K. Tjan published on "Harvard Business Review" on February 29, 2012 .

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Leadership - "Positive Intelligence - The Happiness Advantage"

In pressure situations managers tend to pester their employees with frequent meetings or flood their in-boxes with highly demanding mails. In doing so they produce an atmosphere of threat which is steeling positive resources needed to overcome the situation. ...

An article by Shawn Achor published in "Harvard Business Review" THE MAGAZINE January-February 2012.

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Leadership - "Skills Every Future Manager Needs"

As companies are working more global, employees are more diverse, and organisations are less hierarchical the requirements on the future manager become quite challenging. ...

An article by Andrew L. Molinsky, Thomas H. Davenport, Bala Iyer, and Cathy Davidson published in "Harvard Business Review" THE MAGAZINE January-February 2012.

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Organisational Management - "Management the Least Efficient Activity"

Inefficiency comes from a top-heavy management. In organisations where managers devote to supervising the work of others their job is mainly to keep the organisation from collapsing under the weight of its own complexity. ...

An interview with Gary Hamel published in "Harvard Business Review" THE MAGAZINE December 2011.

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Strategic Management - "A New Psychological View Is Needed"

Expertly analysing and managing market forces - according to Michael Porter's powerfull persepective - seems not to be enough in our days! Strategic leaders need to expertly analyse and manage their own and others' thought processes. ...

An article by Giovanny Gavetti published in "Harvard Business Review" THE MAGAZINE July 2011.

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Innovation Management - "Don't Deal With Innovation Lies"

In daily business innovators are confronted with particularly insidious lies; people sincerely believes them; but please don't. Find better and more serious way to proof supposed facts. ...

An article by Scott Anthony published on "Harvard Business Review" on June 3, 2011.

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Leadership - "The Art of Admitting Failure"

In Business leaders are hesitating to admit to own mistakes because this may be construed as a valid sign of weakness. But in business it is all about relationship, relationship between humans. And the strength of relationship is not how perfect it is, but how open it deals with personal failure. ...

An article by Charlene Li published on "Harvard Business Review" on March 28, 2011.

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Strategic Management - "Reinvent Your Business in Time"

There is no doubt; sooner or later all businesses come to a point of going down again. The challenge is to jump from the maturity stage of one business to the growth stage of the following. However, often companies wait too long before creating the foundations of a successful new business. ...   

An article by Paul Nunes and Tim Breene published in "Harvard Business Review" THE MAGAZINE January-February 2011.

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Ethics - "Ethical Leadership: An Operating Manual"

Not only as a consequence of the recent global recession is the demand for ethical leadership growing. In response to that many managers rethink their strategies which might change basic beliefs about leadership which come from how they behave rather than what to produce. ...

An article by Dov Seidman published on "Businessweek" on December 17, 2010.

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Strategic Management - "How to Create the Context for Strategy Execution"

Managers often assume that people fully understand the overall strategy. But it seems to be almost impossible to ensure that initiatives will fit together on all levels. Consequently, leaders need ways to truly align things. ...

An article by Ron Ashkenas published on "Harvard Business Review" on October 13, 2010.

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Team Management - "... the Four Essential Types?"

"... there is no such thing as a perfect leader." In order to be successful a leader inevitably needs a combination of specific personalities that facilitate a group to function on a high quality level. ...

In interview: Paul Maritz, conducted and condensed by Adam Bryant published on "The New York Times" on October 2, 2010.

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Leadership - "Tell Me How I Failed You"

Failure often arises when people don't communicate; questions may help to resolve same. When admitting failure, leaders may put themselves in the line for blame. But to do so; it displays vulnerability and demonstrates strength of character. ...

An article by John Baldoni published on "Businessweek" on September 28, 2010.

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Business Plan - "Valuable as Long as Paper Ink Dries?"

When people create business plans they do it for many sorts of reasons. But it should be a living document that moves with the business rather than a snapshot of a specific situation. ... 

An article by Amy Gallo published on "Harvard Business Review" on September 2, 2010.

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Strategic Management - "Three Questions ..."

Diagnostic frameworks on your competition are often not very helpful, as comprehensive and complex they are. But front-line practitioners need realistic models to improve their day-to-day decisions and actions. But there is one of the most practical frameworks. ...

An article by H. James Wilson published on "Harvard Business Review" on August 24, 2010.

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Risk Management - "Instead of Avoiding Risk, Prepare for It"

When facing risk, organisations have two basic possible responses: designing systems to stave off risks or to be resilient. But most organisations are heavily biased towards risk prevention creating systems to be so risk-averse that people truncate learning. ...

An article by Rita McGrath published on "Harvard Business Review" on July 7, 2010.

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Self-Management - "How to Control Yourself and Your Temper"

Under time pressure it's quite easy for a manager to act inconsiderately disapointing others and oneself by losing one's temper. Learning to also say "NO" and resisting the temptation to multitask are excellent long-term solutions. ...

An article by Peter Bregman published on "Harvard Business Review" on June 2, 2010.

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Change Management - "Change Even Without External Reason!"

Even if the external environment does not demand a response a periodical shake up makes sense because of internal changes. The human dynamics within the organisation are constantly shifting and require changing along with them. ...

An article by Freek Vermeulen, Phanish Puranam, and Ranjay Gulati published in "Harvard Business Review" THE MAGAZINE June 2010.

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Innovation Management - "Why Being Different Makes All the Difference?"

While inventing most companies are chasing same opportunities that other companies are chasing and have gotten so locked into a particular cadence of competition. Successful companies and leaders aspire to redefine the terms of competition by embracing one-of-a-kind ideas. ...

An article by William C. Taylor published on "Harvard Business Review" on May 3, 2010.

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Customer Orientation - "How to Stop Customers from Fixating on Price?"

Also owing to many options available to customers they often see only one factor having importance for them in the buying situation: price. But it is still possible to jolt customers into considering the value of offerings e.g. quality. ...

An article by Marco Bertini and Luc Wathieu published in "Harvard Business Review" THE MAGAZINE May 2010.

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Family Business - "How to Prepare for Succession?"

Often business owners create a kind of time bomb which can not only destroy their companies but may also tear apart their families while not forming a succession plan. Better to prepare the controlled succession to avoid a later disaster. ...

An article by Ian Mount published on "The New York Times" on March 17, 2010.

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Leadership - "A Story About Motivation"

The challenge to motivate people is present in the daily business. Is only money the trigger? No, as experts found out!  But what moves people to do their work? People tend to think of themselves as stories. Interacting with someone needs to fit into that story in some satisfying way. ...

An article by Peter Bregman published on "Harvard Business Review" on February 3, 2010.

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Leadership - "When Should You Let an Employee Make a Mistake?"

Managers, of course, intend to prevent employees from committing mistakes which may cost money. However, if we don't give them the opportunity to fail, we will not give them either the opportunity to succeed! The challenge is allowing for failure, while ensuring the safety of employees and companies. ...

An article by Peter Bregman published on "Harvard Business Review" on November 5, 2009.

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Leadership - "What Abruptly Happens When Real Leadership Shows Up"

There are no bad teams, but only bad leaders. Leadership is what determines how successful you and those around you are. If there is minimal success, there is minimal leadership. There are very few real leaders who genuinely stand for something and brightly reflect those standards, who are willing to put everything on the line for what they believe in, and who create change and lead. Leadership is not born, it’s made by leaders. Until you do, nothing will change ...

An article by Benjamin Hardy published on "The New York Observer" on March 28, 2016.

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