Philosophy


My Philosophy
The decisive factor among the top 10 percent of performers is not professional expertise, but emotional competence.

The skills of top competitive athletes differ only minimally, so their talent accounts for just a small part of their success. Only those who can demonstrate mental and emotional strength win in the long term. The business world is much the same: high performers initially succeed thanks to their expertise in a particular area, but at a certain point their professional knowledge becomes less important than their ability to forge relationships with key people. Top performance in the business context thus requires clear thinking and emotional skills – the prerequisites for presenting ourselves convincingly and successfully to others.


The reason we fail is not poor performance, but the wrong expectations of ourselves.

Unfortunately, the concept "performance" is often interpreted as "more of the same." In other words, if I want to perform better, I need to do more. This is mistaken. In a case of burnout, for example, the key is to break through the vicious circle of "accomplish more = more fear = accomplish even more" by reducing the unrealistic demands we place on ourselves. For many top performers, the very mechanisms that made them successful in the first place become a curse. They believe that helping someone perform better means placing even greater demands on him or her. But that creates a blockage – and the way out is to subject these demands to a reality check.


A team is only as good as its manager.

Whether or not a group becomes a high-performing team largely depends on its leader's management skills. Pressure, fear, and authority can push a team to accomplish tasks, but will not lead to exceptional performance. Instead, reaching this state requires a delicate touch. Top managers know this and use team-building measures to ensure that team members have good relationships with one another and their managers. If a team leader can create a feeling of trust and commitment among his employees – one that gives everyone the feeling that they can do things their own way - then the group has a good chance of becoming a high-performing team.


Effective personnel development requires good managers.

We learn the most from our day-to-day challenges and the tasks our supervisor assigns to us. This means that a manager should be able to assess his or her employees in professional and personal terms, give them challenging assignments, and support them in mastering these tasks. Designing and realizing successful personnel development processes therefore entails strengthening the culture of leadership among managers.


Consulting projects are only effective if the client finds his or her own solutions.

Answers to consulting questions must work for the specific company in question. This only happens when individuals and the organization are in harmony. My consulting philosophy involves not only sharing my professional expertise, but working with my clients to increase their skills. My goal is to equip my clients to resolve many of the issues they face on their own. In this way, working with a consultant becomes not just a problem-solving process but a way to learn and develop as well.