more inspirational quotes

You see only what you are prepared to see and what you see determines what you can become. Make sure

that you get prepared before your admission to or transition in the C-Suite. As a leader you not only have to believe, but you also have to help your people to believe before you see, not the other way around. Furthermore, as a leader you must strive to see more and before others do. Therefore, especially now you have to set your eyes on the horizon.

If you don’t change, you don’t grow. Growth demands a temporary surrender of security. It may mean

giving up on familiar but limiting patterns, safe but unrewarding work, values no longer believed in, because you grow out of it naturally or relationships that have lost their meaning. But the true is that the real fear should be quite the opposite, that life moves on and you are left behind, because you don’t change, you don’t grow. Be the change to lead the change.

How would you like to come out of this COVID-19 storm? How do you envision yourself, and your

organisation in the future? How similar and how different that future will be? How confident are you to create and craft your own future? Could you talk about that future at least for two hours? What do you need to do intentionally every day from now on to bring that future alive?

Leaders need to learn how to work with paradoxes and polarities today. When to adapt, when to stick to the

past and when to create the future? Finding the right balance or mixture or perhaps it is not about balance but rather to stick to one or the other in the given situation…. Nevertheless, it is a balancing act and always needs thorough consideration. One of my executive clients said the other day that he wants to carry on with one of the legacies of his predecessor, as it appears to be a fundamental and important value to the whole organisation (stick to the past). However, he would like to expand its meaning, add a new layer to make it more his and more future-focused (partly about creating some new dimensions and adapting to the future). This conscious effort helps you expand your capacity to be, think and lead in a more transformational way.

Why this is important, because everything worthwhile is uphill. Your purpose gives you the reason to go

uphill. Otherwise everything can be a struggle, a drudgery day after day. There is a relationship between finding your purpose and finding your energy. What is your purpose as a leader? I know this is a big question to answer, but if you skip it, you won’t find a more powerful and enduring source of energy of yours. And there is definitely no purposeful organisation without purposeful leadership.

Today there are lot of in between arenas, where leaders need to go into or navigate through with

confidence, although they see very little, or not so much with clarity. And in many cases there is indeed a sense of ’nothing to hold on to’. But there are quite a few things you can hold onto. The question is are you aware of what are those things? How can you create a sense of safety for yourself and for you teams? Because as a leader your role is to create the circle of safety within your organization no matter how hard it is. And how can you turn the in between scary place into an adventurous land?

We live and work in an instant world, and we create instant cultures around us, where we want

instant responses, instant results, instant gratification, and instant successes. A study published by Harvard Business Review found that a company’s short-termism is negatively correlated with innovativeness (Knott, 2017).
How can you make sure you, as a leader don’t get stuck in the instant world and create an instant culture around you? How can you shift your perspectives from short-term to long term? How can you get the right balance and value of the two? How much of your daily work serve the short-term or the long-term of the organization and self?

Unfortunately I have seen and experienced this quite a few times. Organisations should focus more on

providing support for their older employees to upskill, reskill and renew themselves by enhancing their neuro-agility (ability to learn, unlearn and relearn). As a leader and role-model do you have your own renewal strategy? How do you keep up in the game? How much do you value the experience and work of those around you for a long time now? How do you enable them to renew themselves in order to remain competitive and sharp in the today business environment?

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According to researchers there is evidence that self-aware leaders actually lead more profitable

companies. How to be and how others perceive you to be exactly what self-awareness means in leadership. This is critical because it goes back to learning agility, constant evolving and change. How much are you aware of how you show up to work as a leader and through your state of being what impact do you have on your people

That is the only way you get the greatest return as a leader. Furthermore, developing leaders is

the best way to grow any organisation. How much belief do you have in your people? When was the last time when you as a person of influence have spoken belief into their life? How much time do you spend on developing yourself as a leader per week?

As a leader you cannot become complacent. Nor you cannot bury your head in the day-to-day

business operation. Identifying what needs changing in your organisation can be difficult, because you can become so accustomed and befriended to the problems, and to the way of doing things that you no longer see them and how much value they bring. This is especially hard when you face the unknown and ambiguity while trying to figure out the new norms from the emerging future. Are you equipped to see more and see before as a leader?

The leader’s role is not so much about being clever and coming up with all the answers. Instead, it is

about creating the environment for system awareness to arise, and the parts of the system feel safe and courageous enough to begin to shift themselves. How can you create such an environment? How can you enable you people to shift the system?

As John C. Maxwell puts it, NO is not really a NO, just a delayed YES. Still… How many NO did you receive

in the last months or so? NO has many forms: a postponed event, a cancelled appointment, an external block (new legislation) or an internal saboteur (’I’m not good enough’). Or just simply a sentence which says „Thank you but we are looking for something different here.” For a leader seeing the opportunity for learning, for clarification, for better understanding and for thriving in a NO is GOLD

You are not the same person than 20-10-5 years ago. What you did yesterday value it, because

hopefully it was your best work. But if what you did yesterday is still the highlight of your today, you are not growing, developing and becoming the person you have the potential to become. Are you still developing the leader within you, no matter how many years of experience you have?

As a leader you can only improve and transform your organisation if you improve and transform yourself.

The question instead of what will be, who do you want to be and what system do you want to give birth to?

This is a gentle reminder for leaders: Now is the very time to lead with not only your calculated mind but with

your heart as well. What decisions lie in front of you? What is your head telling you? What say does your heart have on those decisions? And what can your gut-feeling/intuition add to the story?

If you’re not careful what you focus on, you might move towards something that you don’t even want.

If you’re not careful what you focus on, you might move towards something that you don’t even want. What matters most to you? How can you say yes to what you really want every day? What matters most to you? How can you say yes to what you really want every day?

What is dying? What is emerging? What is shifting? How your awareness of self and the greater

systems around you is changing? How your leadership is transforming?

What holding us back and limiting our chances today is our anxiety about the future and/or our regret

and grief about the past. Future and past are just mental concepts, they don’t exist. What really exists is this very moment, the here and now. How can we become the master of living in the moment, even if we confined to our home? How can you show compassion towards yourself by recognising and acknowledging your feelings right now? How can you make the best out of this difficult time? What can you do now to prepare for the unknown future? How can you thrive and survive at the very same time?

Spring is coming with hope and renewal. I can smell it. No matter how difficult time we are facing now,

we stand strong. Resilience is our safeguard. We are forced to stop and think carefully about where we need to stand like a rock and where we need to swim with the current. And above all we are here to support each other.

When you are in transition as a leader you need to be clear what situation or mixture of situations

you are entering into (turnaround, startup, accelerated growth, realignment), because your natural tendency in leadership styles may cause you a problem. How much of you is a heroic leader who is action-oriented and can make quick diagnosis and hard decisions often on the basis of incomplete information (good for turnaround)? Or how much of you is a steward type of leader who is more diplomatic, polite and build consensus by using more subtle influencing skills (good for realignment)? Which part do you need to further strengthen in order to succeed now?

I work with my executive clients on their energy management and focus instead of time management. The

term 24/7 describes the world in which work never ends and in which we live now. Feeling forever starved for time, we assume that we have no choice but cram as much as possible into every day. We rarely consider how much energy we are spending because we take it for granted that the energy available to us is limitless. What makes it possible for you as a leader to keep performing at you best without sacrificing your health, your happiness and your passion for life? What are the red flags that you are compromising too much in this respect?

Be the change to lead the chang. To achieve that you as a leader have to look into the mirror. No matter

how complex your organisation as a system is, no matter how many layers the system has as a whole, and no matter how many systems you try to deal with, you have to start somewhere. And I truly believe the very starting point of a successful transformation, and a long-lasting change is a LEADERSHIP. If you think you don’t need to change, then your organisation doesn’t need to change either. f you want different responses from your people you have to do something different. If you want different behaviours from your people you have to start behaving differently with them. Because everything is based on team and leadership interactions. Therefore, you have to start with yourself first. You have to look into the mirror first!

How does fear show up in your organisation? How do you handle fear and anxiety in your team? How

might you build a healthy relationship with your fears? Because there is a positive side to fear. It is trying to protect you from something, or giving you early warning about something.

Is there a pebble in your shoes? Something that irks or creates pain, that distracts and disables?

New year, new beginnings….. Let’s face it change is sometimes painful, sometimes beautiful, but most of

the time it is both. How do you start a new beginning? What do you need to let go in order to move forward? What do you want to start over? What do you want to change?

I love the initiative of introducing the gratitude jar or the gratitude journal into our life.

We run through our life. We take people and things for granted. We forget about not only feeling but expressing our gratitude for all those people and things that generates creative and positive energy in our life. Let me ask you to stop for a moment and say out loudly whom and what you are grateful for today! How about repeating this day after day until it becomes a habit – a positive energy ritual.

Appreciation is important to any relationship. Appreciating someone makes them feel good about what

they do, and feel better about themselves. People want to feel appreciated for what they do at work, especially by their leaders, managers. How about leaders? Where can leaders get their feeling of appreciation from? How can appreciation be practiced reciprocally in an organisation, not only top-down, but bottom-up as well?

The courage to be vulnerable is not about winning or losing – says Brené Brown; it’s about the courage to

show up when you can’t predict or control the outcome. Do you have the courage not only to role-model and embrace the positive potential of risk-taking but to show up when no one dares both in big business decisions and in tiny everyday occurrences?

What makes you unique and powerful as a leader? What is your CRAFT as an entrepreneur? Who do

you choose to surround yourself with? How do you envision your winning team?

There are lots of ladders. And everybody is on some ladder. But how do you know you are on the

right one? What questions should you ask yourself time to time to make sure you are still climbing the ladder of success you want to climb and the very reason you want to do it for?

How much time do you spend on thinking about what to focus on. It is much more important to work on

the right thing than it is to work many hours. What is the 20% task (project, investment etc.) that brings you 80% results (sense of fulfilment, happiness etc.)? How much time do you waste on stuff that doesn’t matter? What self-deceptive lies do you tell yourself about these stuff?

Simon Sinek asked once a provoking question, which I like very much. “If you had hard times in your family,

would you ever consider laying off one of your children?” When leaders make a choice to put the people first, remarkable things happen. In your decisions do you take into account all your stakeholders, not only the shareholders, the customers but the employees, the community and the society as well? Never leave the room without considering who might be your Thirteenth Fairy, the wicked godmother, who will come uninvited to your table later to rock your boat.

I highly value service and humility in leadership. A sense of humility is a quality which can be observed in

leaders whom are deeply admired by others. These words from John Adair are simple, yet still shift the focus from self to others, to appreciating, and respecting others. How frequently do you use these words?

Change, learning and transformation is very messy, but the outcome can be tremendously

rewarding and uplifting. Where do you compromise too much and trade off your dream for the current good? Do you dare to dream big and play big? Be the change to lead the change.

What are your stories? What are the experiences that shaped you as a leader? Successful leaders never

stop learning. What is your current learning journey?

The collective mental flexibility of an organisation’s people to continuously adapt and adjust to

new systems, strategies, structures and technologies, fast and easy undoubtedly is their greatest competitive advantage. Agile Learning, therefore, is not only the DNA of the mind but also the DNA of any progressive and competitive organisation. That is the reason I have embarked on a learning journey of becoming a Neuro-Agility Profile™ Licenced Practitioner to help my executive clients and their organisations to out think, out learn and out perform their competitors.

How can you capture not only the mind but the heart of people? What kind of experience do you give to

your people and to your customers? Are you aware of what impact you make through your interactions with people?

We can find more potential in people and in things than we see first. Our imagination and mindset

can broaden the range of opportunities and choices to make in order to live an abundant and successful life. How do you limit your own choices now?

What are the things you find it hard to say NO to in your organisation/ in your life? We tend to say MAYBE and

generate false hope when we should be courageous enough to say NO. The MAYBEs can take up lot of energies of an organisation when they should be directed to the YESes.

I truly believe the very starting point of a successful transformation, and a long-lasting change is LEADERSHIP.

If you want different responses from your people you have to do something different. If you want different behaviours from your people you have to start behaving differently with them. Because everything is based on teams and leadership interactions. Therefore, I think you have to start with yourself first! You have to look into the mirror first!!

We take things for granted and yet we lose faith in small things easily and quickly. Feeling and expressing

gratitude is indispensable for a leader as it makes him humble and powerful at the same time. What are your small things that make you strong?

Indeed and yet……. Do you have a development plan and actively act upon? How do you personally role

model learning agility within your organisation? Do you want your people to continuously learn and renew themselves in order to stay relevant and competitive? How about yourself? Or you think you know and you have everything?…….

Whom and what do you follow? What qualities of yours make people want to follow you?

How much your actions is about trying to get others to help you instead of your trying to help them?

Servant leaders have the most loyal and committed people. Because they believe in that „Your success is my success.” People see beyond their leadership skills and see their heart.

Change is imperative for our world today and there’s great potential in change. What kind of weekly goals

can you set for yourself to change? Because remember ‚Be the change to Lead the change’. Leaders are very busy to change their organization, their people, but they should not leave themselves behind. How do you need to be different? What actions do you need to take in order to change?

I’ve seen many dysfunctional leadership behaviours when they tried/try to hide, mask their

imperfection (faults, weaknesses etc.) We are all waiting for perfection. But it’s an illusion that will never come to you and it’s an excuse to never show up and play. Plus our imperfection makes us perfect. What is your excuse? How could you manage your imperfection better?

The two biggest mistakes leaders can make 1) they assume everyone knows what they really mean when

they communicate, and 2) they don’t thank their people enough. How do you define your organization’s reality? How frequent do you check whether your definition of reality is the same as everyone’s? When was the last time when you thanked someone truly their contribution to your success?

A little reminder!……

Do you love your job? How much do you enjoy your road to success? What does abundance mean for

you? How can you experience abundance day after day? How does your feeling of abundance related to your success?

Full engagement requires cultivating a dynamic balance between the expenditure of energy (stress) and

renewal of energy (recovery) in all dimensions. What is your short and long term renewal strategy?

How can you become an exemplary leader? What do you do everyday to model the way for your people? How

do you not only preach the change but you are the change in order to lead it?

Where is your passion? What makes your eyes shine? What gives you energy? To be an inspirational

leader you need to talk to your own heart first before set yourself capturing others’ hearts.

Are you ready for new adventures in 2019? Embrace the unknown and live your life to your full potential! #2019

Christmas is the season of not only rejoicing but of reflection and gratitude as well. Reflect on what

and whom you are grateful for in 2018? And express it, say it!

The reason why people don’t become who they want to because they are too attached to who they

have been. Are you willing to take the stairs, to sweat, to let go and to completely „die” to any form of you that you have been, so you can birth the person you are becoming?……That is TRANSFORMATION! To become a Transformational Leader you need to transform yourself first.

How much time do you spend on rather correcting things, and spotting the faults of your people

according to a set of standards instead of truly unleashing their potentials and building on their uniqueness and strengths?

Being aware of your strengths, your weaknesses, your preferences, your leadership styles has significant

impact on how you lead, behave and interact with others. Are you aware of the impact of what you do, or don’t do, what you say or don’t say and how you say it on others? Awareness does not only help you nurture valued relationships but help you grow and become a better leader, a better person.

When a crisis strikes in our personal or professional lives for most of us it is like a failure or a disaster, results

on some kind of loss. However, crises are opportunities in disguise. It is a kind of crossroads, where our old life or an old way dies, and a new life or a new way opens up for us. Ask yourself: Where and what is the opportunity in this crisis?

Many times I’ve heard my coaching clients starting their sentences with „The problem is……….” or in

Hungarian „Az a baj, hogy…………” Until it is not weeded out of your vocabulary, you are not a leader. Check yourself!

How would you coach if you could never step out on the playing field? How would you lead if you couldn’t

jump in and take over? How would you respond to a performance gap if you were a multiplier? Multiplier leaders understand that their role is to invest, to teach, and to coach and they keep the accountability for the play with the players. By doing so, they create an organisation that can win without them on the field.

Leaders make many choices and reach many decisions everyday. Is this something which is on your

radar? Because to be an inspirational leader it is a must. So……..

Leaders need to shift their attention in order to create more energy around them. The question is not,

‚What do you need to do (more)?’ The question is ‚Who do you need to be in order to expand your personal context?’ and ‚How could you inspire your people to be more?’

What could you achieve if you could unleash the hidden, blocked and unknown potentials within your

organisation/team? Do you live up to your full potentials as a leader?

Recovering quickly means building an organisation in which people are resilient and agile. Unless you dig

deeper, resilience and agility remain only empty buzzwords. What does resilience and agility mean for you, for your organisation and for your industry sector? What makes you and your team more resilient and agile?

How can you become a crafted, resourceful and impactful leader? And when? If tomorrow, you are

already lagged behind.

Are you willing to place accountability where it belongs?

How to foresee and forestall some of the personal risks in taking up a leadership role today? How to lead

in times of uncertainty? How to increase your learning agility?

When was the last time when you “sent the elevator back down”? To whom? What did you do exactly?

What impact have you made? How do you feel about it?

For me leadership is more of an art or a journey. What kind of journey do you want to experience?

What pictures do you want to paint? What composition do you want to make? Where is your heart in your art? Where is your spirit in your journey?

When was the last time when you said someone: What I admire/like/respect about you and

what you’ve done is ……………, because it had such a positive impact (…..) on me, on the team and on the results. Thank you very much!

What kind of legacy do you want to leave behind as a leader? ‚What were leaders doing in their greatly

privileged world, when they were leaving their children/grandchildren a legacy of a world of greater demand, growing expectations and diminishing resources?’

Leadership takes time to develop. How do you create more leaders? How can you nurture leaders in your company?

Balance is required here as well. ‚Just like in order to breathe in we need to breathe out.’ What is it time

to move on from? What new things do you need to take on?

How can you embrace change? How do you prepare yourself both intellectually and emotionally for the constantly accelerating change?

What impact do you what to make today as a leader? What legacy do you want to leave behind? What

leader do you need to become to make that impact and leave that legacy? You don’t need big words to answer these questions.

This is how accountability can get lost in organisations, and create blame cultures. Watch out for signs:

Has organizational/market/industry change caused fear, anxiety, and complaining? Do your managers lament the difficulty in finding “good people”? Are your people hiding behind (blaming!) the team when objectives aren’t reached? Has an interdepartmental ’us versus them’ created silos in your organisation? And keep asking: How will we hold ourselves accountable? Accountability should never be done top-down only, but bottom-up and horizontal as well.

Sharpen the REAL LEADER in you. How? By mobilizing the CRAFT Leadership qualities.

How can you win buy-in for change? What has worked so far and what hasn’t? How can you provoke

responses that reduce feelings that slow and suppress needed change and enhance feelings that motivate useful action? When was the last time when you heard your employees (not your board and leadership team) out before making a big decition?

According to Whitney Johnson this is also true for success and failure. Just as a mind can make of every success

a failure and in every failure there can be a success. The learning is more powerful if you ask bigger questions like – What valuable truth did I discover about my present and future prospects by failing? – instead of – What could I do differently next time?

What do you need to quit now?

Leadership is not a title and a position, it is about actions with positive impact and influence on

others. How do you earn your leadership today? What do you do everyday for your people to see you, and believe in you as a leader?

The theme of the WEF Annual Meeting is Creating a Shared Future in a Fractured World. Sometimes

when we face cracks, fractures we tend to see them as threats mainly. But they serve good as well, because that’s how the light can get in. What and where are the cracks and fractures in your life and at work? And what lights can get in if you see them as opportunities and not threats?

Be the change to lead the change.

How could you give your best for the world? How could you create value through serving others with noble intention?

This is one of the typical mistakes and blind spots of achievement orientation leaders who lead by

example with good intention. What actually happens when you as a leader speed out ahead? Do others pick up the pace or do they fall behind? The effect is subtle. People do take notice and they catch on but they rarely catch up. Instead of increasing their own pace, people most often assume the role of the spectator. What could you do differently?

Learning is not linear but exponential: there is a cumulative and compounding effect. If you do

something disruptive today, then the possibility that you can be disruptive tomorrow increases. Momentum creates momentum. Are you ready to make a leap?

Transformational Leader’s role to remove barriers in their organisation. When you come upon

a constraint ask: „How did this happen to help us?” instead of „Why did this happen to us?” Begin every statement with „I can, if…” instead of „I can’t, because…..” or Brainstorm with „Yes, and….” instead of „Yes/No, but……” Make it as a rule for your team/organisation.

Reflect for a moment on how effective leadership is in your organization. Is there a gap between

the potential and the realized talent and energy of your people at work? If yes, how big do you imagine the gap is in percentage? How much better would your organisation likely perform in terms of productivity, creativity, customer service, and employee happiness if you could close the gap?

What is in your life you need to stop? Or what is in your life you need to eliminate? “What got you

here, won’t get you there.” – What are the things (strengths, quality of yours and so on) you greatly appreciate, although at the same time you need to let them go because they are not helping you with your new goals?

There is a growing number, diversity and complexity of groups/organisations leaders need

to partner with in order for their company to succeed. Who are your key stakeholders? Whom do you keep forgetting or neglecting? Which partnership could bring you and your firm greater values and potentials at a different level? Which of your stakeholders do you fell uncomfortable to deal with?

What valuable truth did you discover about your present and future prospects by failing? What this

experience is trying to teach you? When was the last time when you reflected on your day and draw out the key learning points of it?

Which port are you sailing to? Which ocean are you sailing on? What are the weather conditions? What the

current wind map looks like for you and your organsation right now?

What is your purpose, cause or belief? How passionate are you for your WHY? If you have the answer to

these questions it will be easy finding people who believe what you believe? You will multiply your magnetism and resilience as a leader.

What could you accomplish if you could get twice as much from your people? How could you be a

multiplier? How can you as a leader make everyone smarter, more capable of around you?

To be successful, identify your distinctive strengths and pair them with unmet needs in society and

business. What are your distinctive strengths?

Leaders who don’t care about reputation are detached, cold and short-sighted. How much are you

aware of your reputation? How do you build your reputation?

Building a sustainable and profitable business is much more than for example addressing clients’ needs.

What does success mean for you? What does the environment around you look like?

How can you foster innovation in your organisation or in your team? How can you enhance your global

perspective? What questions can you ask your team in order to help them to discover the future? What questions do you avoid asking yourself about the future?

What does success mean for you? How does it look like? If success is more of a journey than a destination

how different your success definition would be?

When was the last time when you ignored bad behaviour of a person not considering the impact on the

whole team? Or stopped yourself addressing the issue because you were afraid of hurting the person’s feeling when you were actually paralyzing the entire team dynamic and workflow?

Do you have a mentee? How much quality time do you spend on supporting, guiding young talents in

their career? What cause touch your heart enough to help those in need, even if you are very busy?

What are your qualities/strengths that are no longer helping you to be successful? They have served you

well, and you are grateful, but they are no longer helping you. What do you have that is stopping you to make a shift? What do you have that is in the way?

If there is no failure, there is no learning, no improvement. 3-step approach to learn from failures:

1) Name it! 2) Own it! 3) Reframe it! In many cases we fail to implement this because we don’t name and own it but rather blame others. Spend 30% of your time looking back and 70% of your time looking forward. What have you learnt recently from your mistakes as a leader? How can you use that learning in the future?

How can you as a leader ignite and maximize growth in others? For example help them reflect along the

way by asking questions like: What crossroads are you facing? What’s shifting in your thinking? If you were certain of success, what would you try? What are you learning about yourself through this experience?

How can you make your competition irrelevant?

4 reasons every CEO needs an executive coach:
1) The executive coach fulfils a role

no one else can (e.g. recognize blind spots, provide constructive feedback, ask challenging questions)
2) Coaching helps to expand CEOs’ perspectives and improve decision-making skills
3) CEOs with coaches are less likely to become “stuck” and get more prepared for the future
4) CEOs benefit from coaching on enhancing and flexing their “soft skills” with different stakeholders

It’s your decision…. The only and very leadership dilemma here is short-term vs long-term, ‘I’ vs ‘we’,

individual agenda vs collective agenda. It is your leadership decision! What are the consequences of each?

Do you have the wisdom, courage and compassion to lead others with authenticity, transparency, humility

and service? How much do you listen to your heart when you lead?

Leadership is a journey. Where are you on this journey? “Even the best-of-the-best CEOs have their blind

spots and can dramatically improve their performance with an outside perspective weighing in.” Stephen Miles, CEO of The Miles Group

Have you ever blamed the market, the government, and the regulators for your results? Have you ever

thought that with the team you have it is impossible to achieve more? Have you ever complained that your organisation is not following you?…. Stop blaming and giving excuses, look into the mirror and be a real leader!

In what areas do you demonstrate leadership courage? Do you have the courage to be the change before

you lead the change?

Never underestimate the power of winning people’s hearts before minds as life keeps reminding us.

What is the status quo in your professional life / in your organisation / in your leadership?

How can you challenge that status quo? What are the risks and what are the opportunities in aiming higher in your career?

We are currently living in an overly transparent, technology driven world in which nothing can be

hidden. What does transparency mean for you and your organisation? How transparent are you as a leader?

Whose perception is right or the best? How can you prevent your decisions to be affected by distorted

& inaccurate perception? Maybe these two simple questions could help your thinking: „What should I do if whatever I think, the opposite is true?” & “What should I do if I don’t know what I don’t know”.

What memories of yours are holding you back? What memories form the basis of your organisation, th

erefore, you need to attend to them periodically? Which of them still inspire you today & in what way?

Therefore, leaders need to focus more on unleashing commitment instead of gaining it.

How do you as a leader find focus? How do you help others find focus?

What does it take to believe in you as a leader? Whom do you believe in as a leader? Do your people follow

you because they have to or because they want to? How to become a leader people want to follow?

What do you need to eliminate in order to create space for new initiatives? What is slipping through

your finger and why? Who grabs a lot takes little. How much do you grab?

How can you become the leader of few things instead of the doer of many things?

“We spend a lot of time helping leaders learn what to do, we don’t spend enough time helping leaders

learn what to stop.” Peter Drucker

Are you a high-trust leader? How can you increase and inspire trust in your organisation through leading

by example?

True Leadership has the capacity to venture into this arena, which forms the root of trustworthiness,

connectedness and authenticity.

Building teams with a committed partnership. It means standing for the success of each other both

privately and publicly. Commit not only to the success of one another but take 100% accountability for the business results and your impact on people. Where have you already got committed partnerships? Where do you need to build them? What do you think makes a quality good leader?

As a leader where do you need to stand like a rock and where do you need to swim with the current?

What do you consider the most critical moral challenge of today business? Corporate greed, lost

trust, disengaged employees, increased diversity, constant unsettling change, major layoffs, increased shareholder pressure, globalization etc.: these and many more factors can be seen as moral challenges in today business. What is your view about the most imperative moral challenges that disturb organizations now and in the near-future?