The Carrot Fallacy: Why you should stop trying to motivate your team
This post provides the underlying foundation for my ‘Motivation to Start the Week’ weekly inspiration piece.
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Ideas for everyday leadership
Short, hands-on articles about self-leadership, team dynamics and entrepreneurial responsibility.
7 articles on “Leading My Team”
Make your bed! 4 lessons from a Navy SEAL admiral to kick-start your week.
Before we get back into the swing of things today – here’s a ritual I’ve been using for years and which I’ve also used in keynote speeches.
Tears on the plane: What "Die Stille Revolutiion" taught me about leadership
It was a perfectly ordinary business flight. What I hadn’t expected was that, by the end of the film, I was sitting in my seat with tears in my eyes...
Digitalisation is not a technical problem – it is a human challenge
Before I became a production manager, I was a DJ.
Why do I always ask about trust in every performance review?
Over five years ago, I described on LinkedIn a method that I had already been practising for years at that time – and which I still practise today: in my annual appraisal interviews, I assess not only a person’s performance, but also, equally, the trust I have in him or her. And Simon Sinek has summed it up perfectly!
Psychological safety is the foundation. Accountability is the work.
High performance rests on two pillars: psychological safety and accountability. Not just one of them, but both. And in that order.
Five types of team: Why the most important question isn’t ‘How can we improve?’!
There is a lot of talk about teams – about team spirit, culture and cohesion. What is rarely made clear, however, is that not every group working together on a task is a team. And not every team needs to be a high-performing team. Yet it is precisely this distinction that determines what kind of leadership, structure and expectations are actually appropriate.