In my last blog post, I argued that we need Radical Responsibility instead of the Triple Bottom Line. Now, I want to delve deeper into what the concept of „Radical Responsibility“ actually means. For this, I’ll take a look at the concept of Self-Leadership and demonstrate why we need to unlearn existing mental models.

We must take radical responsibility for transforming our way of living and working. Everything we have learned based on the life and work environment of the 20th century, we must unlearn and transform ourselves, our thoughts, and our actions. To address the global challenges and solve the multiple problems we face today, it requires individuals capable of overcoming cultural, linguistic, and organizational barriers, bridging divides, and integrating diverse perspectives. These individuals can reconcile and balance different needs, serving as bridge builders for interpersonal connections. They can merge and connect the individual strengths of diverse people, fostering a kind of overarching cosmopolitan identity.

Radical responsibility means taking responsibility for one’s own thoughts, actions, emotions, and decisions – and not blaming own behaviour to the system we live in. This entails assuming responsibility for one’s role in the world – not just in the immediate environment, but truly in the global context. Everything is interconnected, and we all have an influence on – and thus a responsibility for – global events.

Vanessa Hagerbaumer writes: “Radical responsibility is the foundational practice of a well-lived life, and the first step toward personal freedom.” (Hagerbaumer 2022). And Celinne Da Costa adds on that: “When you take radical responsibility, you control when and how you access happiness. You pick your own path and get what you want.” (Da Costa 2020).  

Initially, both authors only refer to individual happiness, but this also influences other levels and thus has a direct impact on the organizational level and the global level. Individual radical responsibility thus also influences the actions of the company and ensures that the concept of the TBL is more than just a marketing tool. And the actions of the company, in turn, influence other companies, other sectors of the economy, and ultimately have global ramifications.

Particularly crucial is the individual responsibility for leadership figures. The passion of leaders is contagious and will resonate throughout the rest of the company: “Individual Social Responsibility is the foundation of a purpose-driven organization that assumes Social Responsibility. It is the prerequisite for an organization’s transformation to continue to be successful in the 21st century.” (Köster 2021a: 3).

Self-Leadership

This responsibility requires a great deal of clarity, honesty, awareness, and self-leadership. Marco Furtner describes self-leadership as a process of targeted self-influence aimed at enhancing personal performance. While leadership is based on influencing other people, self-leadership aims to influence one’s own cognitive processes. Individuals with high self-leadership skills are highly aware of both themselves and their environment. I would like to supplement this definition by emphasizing that it is not only about enhancing one’s own performance but also about increasing personal impact.

To truly implement and embody this type of leadership, we must rid ourselves of all that holds us back in old patterns of behaviour. This requires harmoniously integrating intellect, body, emotion, and consciousness. Self-leadership involves being aware of one’s various abilities on all levels (mentally, emotionally, and physically). It entails fully harnessing these abilities by reducing obstacles and adjusting circumstances – taking radical responsibility .

Therefore, leaders are tasked with questioning their beliefs and self-reflecting on whether their own purpose and individual mission align with that of the company. In the form of self-leadership, leaders can learn to purposefully influence their own thoughts, emotions, and behaviors (in the form of “Inner Work”). This is also evident in the literature surrounding the “New Work” concept, as exemplified by works such as “New Work needs inner Work” (Breidenbach 2019). Studies indicate that this has a positive impact on personal performance. These are topics not typically taught at most business schools, yet they are indispensable for the future’s life and work environment. 

This new approach fundamentally alters something in corporate leadership: the focus is no longer solely on the intellect, i.e., the rational mind, but also on the emotions and individual bodies of the leaders and individuals. However, unlearning mental models acquired during one’s socialization is a challenging task. And yet, simultaneously, an increasing number of leaders are realizing the urgent need for change.

Mental Models

Mental models are thoughts or opinions that stem from preconceived opinions that are generally accepted in the society we live in, and which we have adopted as our own . They are multiple beliefs on a specific topic form our mindset, which frequently determines whether we view a topic optimistically or pessimistically. Both positive and negative mental models exist. While positive beliefs empower us and prompt action, negative ones often hinder us from realizing our full potential. Previously, it was believed that changes in those mental models were only possible up to about the age of 20, but recent neuroscience findings have challenged that. For instance, it has been shown that beliefs formed in childhood are further reinforced in later life due to the brain’s filtering function, which selectively perceives everything that reinforces the belief. Beliefs act unconsciously as filters through which we perceive the world and thus govern our behaviour.

In our working world, shaped during the 20th century reason is often dominant over emotions or the body. This leads to high costs due to burnout and bore-outs, high employee turnover, and high stress levels. This reason dominance is evident in the most common mental models. The suppression of emotions is not only exhausting but indeed harmful. Emotions serve as a source of energy and efficacy. They must be acknowledged and consciously managed to unleash their effectiveness. Effective leaders have internalized this approach, aligning mind, body, and heart. They have to face their fears. With mindfulness, our mental and emotional patterns become visible. We bring them from the unconscious into consciousness, where we can deal with them purposefully. This is a process of clearing out, through which we gain clarity about ourselves.

Sources

• • Barker, P. /van Schaik, P. 2012: Mental Models and Lifelong Learning, in: Seel, N.M. (eds) Encyclopedia of the Sciences of Learning. Boston: Springer.

  • Da Costa, C. 2020: How To Take Radical Responsibility For Your Happiness And Success, Forbes, online: https://www.forbes.com/sites/celinnedacosta/2020/07/14/how-to-take-radical-responsibility-for-your-happiness-and-success/?sh=4a2db64f2235 (Last accessed 13.02.24).

  • Doermann, J. 2021: Glaubenssätze aus neurowissenschaftlicher Sicht, Coaching Blog, online: https://juttadoermann.com/was-sind-glaubenssaetze/ (Last accessed 13.02.24).

  • Furtner, M. 2017:Self-Leadership: Basics, Wiesbaden: Springer Fachmedien Wiesbaden.

  • Furtner, M. 2018:Self-Leadership: Praxis und Anwendung, Wiesbaden: Springer Fachmedien Wiesbaden.

  • Hagerbaumer, V. 2022: 10 Ways to Take Radical Responsibility for Your Life, LinkedIn, online: https://www.linkedin.com/pulse/10-ways-take-radical-responsibility-your-life-hagerbaumer-acc-calc/(Last accessed 13.02.24).

  • Köster, K. 2021a: Responsible Leadership in the 21st Century – Transforming Organizations with the Twelve Alignments, online unter: https://www.koesterpartner.de/de/12alignments/ (Last accessed 13.02.24).

  • Köster, K. 2021b: Inner Leadership – selbstbewusst und authentisch führen, Berlin, Heidelberg: Springer.

Our world is interconnected, our resources are limited, and every decision we make impacts all other areas around the globe. This is particularly evident in the business world. The 20th century was characterized by a corporate leadership ethos that prioritized profit maximization as the sole objective of all economic activities. This principle was taught in business schools and practiced in daily business operations. It was based on the idea of the Homo Economicus, who is rational and acts with the sole aim of profit maximization. However, as the planet’s finite resources started to dwindle and societal divisions intensified, an increasing number of individuals began to reconsider this approach around the turn of the millennium. The Triple Bottom Line-Approach seemed to be a good way of handling this problem. But it will not be sufficient to prevent us humans from surpassing planetary boundaries.

Therefore, the idea of “sustainable entrepreneurship” has become a part of the business world. Under this definition, one finds companies that exploit opportunities while simultaneously seeking social, environmental, and economic interests. To put it simply, the exploitation of business opportunities goes hand-in-hand with the goal of creating value that persists over time, with an overall concern for the well-being of future generations.

This approach is also referred to as the Triple Bottom Line (TBL) concept, which is increasingly being applied in the 21st century, coined by John Elkington in 1994. More and more companies are shifting their focus beyond profit alone, considering the needs of People and Planet. Ideally, sustainability is integrated into all business aspects, including supply chains, partnerships, wages, and energy usage. The aim is to generate profits while also making positive contributions to society and the environment. Entrepreneurs recognize that they can only contribute to societal good through their companies if their businesses thrive, but “Studies show that the most sustainable companies are also the most profitable” (Chladek 2019). Thus, profit remains a crucial pillar of this concept.

The Harvard Business School asserts that sustainability in business yields various advantages:

• Firstly, it functions as a protective measure for your brand, mitigating risks by averting damaging incidents and preserving a favourable public image.
• Secondly, the adoption of a purpose-driven approach confers a competitive edge, drawing in a motivated workforce and augmenting overall financial success.
• Thirdly, in the face of a burgeoning market for sustainable goods, organizations dedicated to eco-friendly practices can tap into a consumer base willing to alter habits for environmental impact.
• Lastly, collaborative endeavours among prosperous companies possess the potential to drive substantial change in addressing global challenges, exemplifying the positive environmental and business outcomes achievable through cooperative action (ct. Chladek 2019).

But, especially because of these advantages, a concept like the TBL may remain an accounting system or a marketing tool if sustainability is not fully and holistically internalized.  Sustainable entrepreneurship must form the foundation of the overall corporate strategy and be integrated into the DNA of the organization. It impacts the entire company by expanding the scope of action from purely profit-driven goals to the creation of shared benefits and values. However, this can only be achieved if the innovation process of the entire company is transformed into an open and socially-oriented search process aimed at finding efficient and sustainable solutions to the most pressing challenges facing our world. Elkington himself critiques the widespread use of TBL, stating,

“TBL’s stated goal from the outset was system change — pushing toward the transformation of capitalism. It was never supposed to be just an accounting system. It was originally intended as a genetic code, a triple helix of change for tomorrow’s capitalism, with a focus on breakthrough change, disruption, asymmetric growth (with unsustainable sectors actively sidelined), and the scaling of next-generation market solutions” (Elkington 2018).

He assumes that no business models or sustainability frameworks are sufficient to prevent us humans from surpassing planetary boundaries. Instead of capitalist ideas, a rapid and radical intent is needed for this purpose: a radical responsibility.

Sources

• • Chladek, N. 2019: Why you need sustainability in your business strategy, Harvard: Harvard Business School Online, online: https://online.hbs.edu/blog/post/business-sustainability-strategies (Last accessed 13.02.24).
  • Köster, K. 2021a: Responsible Leadership in the 21st Century – Transforming Organizations with the Twelve Alignments, online unter: https://www.koesterpartner.de/de/12alignments/ (Last accessed 13.02.24).
  • Pinna, M. 2020: Sustainable Entrepreneurship – A Systematic Review of Academic Research, Cham: Springer International Publishing.
  • Weidinger, C., Fischler, F., Schmidpeter, R. (ed.) 2014: Sustainable Entrepreneurship Business Success through Sustainability, Berlin, Heidelberg: Springer.

Die wunderbare StefaniA Laventure hat mich interviewt.
Wir haben über

🌿 Nachhaltige Unternehmensführung
🌿 Triple Bottom Line
🌿 individuelle Rollen
🌿 und OKRs gesprochen.

Denn purposeorientierte Unternehmen sind wirtschaftlich erfolgreicher als solche, die nur nach Profit streben. Es gibt also keine Ausrede mehr!

In a world that perpetually pushes us to be in high gear, understanding effective learning strategies takes on a profound significance. In a recent podcast episode, I joined Denise Ludwig and Tomorrow University in an exploration of these methodologies, touching on essential concepts that resonate deeply. This episode serves as a treasury of insights, shedding light on our human limitations, the transformative strength of community-driven learning, and the potency of Kolb’s Learning Cycle. Let’s embark on a journey through these crucial takeaways that have the potential to reshape our learning experiences.

Embracing Our Inherent Human Nature

Amid the clamor of a fast-paced world, it’s vital to remind ourselves that we’re not machines. Recognizing this fact holds the key to sustainable productivity and avoiding the pitfalls of burnout. Learning to gauge our energy levels and understanding when to gracefully decline tasks in favor of self-care is a skill worth mastering. This understanding forms the cornerstone of a balanced work-life equation, where self-preservation ultimately fuels productivity.

Navigating Kolb’s Learning Cycle for Optimal Learning

Central to our podcast discussion is Kolb’s Learning Cycle, a framework that encapsulates the essence of effective learning. As I reflect on this model (that I use a lot when I teach at Karlshochschule International University), it becomes evident that learning is a dynamic cycle comprising experience, reflection, abstraction, and experimentation. Each stage contributes to a holistic understanding of new concepts. By immersing ourselves in this cycle, we deepen our learning experience and bolster our ability to apply newfound knowledge in practical scenarios.

The Resonance of a Learning Community

Among the valuable gems unearthed in the podcast is the concept of a learning community. An aspect I’ve come to appreciate is the Protégé effect, where the act of teaching others solidifies our own understanding of a subject. The podcast underscores the potency of collaborating within a diverse community, where unique perspectives meld to create a tapestry of insight. Learning, in this context, thrives as a communal endeavor, nourished by the collective wisdom of individuals from varied backgrounds.

Bridging the Gap: Learning Beyond Horizons

Embedded in the heart of the podcast is a resounding message: learning knows no bounds. Connecting with individuals from diverse backgrounds injects vitality into our learning journey. Engaging in dialogue, sharing experiences, and collaborating with these individuals fuels a perpetual cycle of growth and enlightenment.

In a realm where adaptability and knowledge reign supreme, this podcast episode serves as a beacon of guidance. The undercurrent here isn’t just the accumulation of knowledge, but a profound exploration of how, why, and with whom we learn. Together, we weave a narrative where the fluctuations in our energy levels merely shape the rhythm, not the melody. It’s not just about personal growth; it’s about nurturing a learning ecosystem where ideas flourish and perspectives amplify one another.

As I reflect on this enlightening conversation, it’s a gentle reminder that while I may be the one speaking, the insights are collective, the journey collaborative, and the aspirations shared. So, let’s dive in, ready to explore, learn, and redefine our understanding of what it truly means to evolve in this intricate symphony of life.

What should leadership look like to contribute towards a positive future? Can business and sustainability coexist? I frequently ponder upon these questions. In my discussions with Naomi Ryland and Dr. Yanick Kemayou, I gained great insights.

In want to create sustainable visions for the future through facilitation, moderation and communication. After putting into words this personal mission statement at the beginning of this year, I kept wondering about the role that work and business play in creating a livable planet. This question seemed paradoxical to me, because of our current way of doing business being the root cause of the global crises we are facing, including the climate and biodiversity crisis.

I was inspired by the book „Alle Zeit“ by Teresa Bücker, which made me reflect on the topic of time in a power-hierarchical context. I also read „Starting a Revolution“ by Naomi Ryland and Lisa Jaspers, which gave me a fresh perspective on entrepreneurship in the context of diversity and sustainability.

Luckily, I had the opportunity to talk with Naomi Ryland (the founder of tbd*, author and speaker) about her views on these topics, and I also remembered a conversation I had with Dr. Yanick Kemayou last year. Yanick is the founder of the Kabakoo Academies in Mali, which have been designated as one of the „Schools of the Future“ by the World Economic Forum.

Through these experiences, I came to four important realizations:

1) If you want to bring about change, you must first un-learn.

To change the way we live and work, both adults and young people need to unlearn old ways and learn in new ways. Old habits and behaviours are deeply ingrained, and once learned, they are difficult to change.

Traditional education systems around the world, including primary education, are often characterized by competition, grades, and an „every man for himself“ mentality. According to Yanick, „we need new methods of learning to meet the challenges of the future.“ He states that the world faces two major challenges: the climate crisis and the social crisis. He is working to address these crises by changing the way we educate. The Kabakoo Academies focus on cooperation and ecosystem-based learning, where students work together and conduct research. They learn to listen, ask questions, and identify problems, using both scientific literature and local knowledge. This holistic approach to education promotes diversity and cultural understanding, and teaches students to work together rather than compete against each other.

Naomi Ryland told me that she often sees how prior experiences and learned behaviors in business shape our actions and it can be difficult to break away from that. External pressures can sometimes lead us away from our own values.

If we would not learn this power-based and exploitative way of doing business at the first start, it would save us all a lot of effort later on.

2) Effective leadership requires an absence of ego

At the Kabakoo Academies, students are not taught to dominate, not even over non-human elements of the ecosystem. They tackle problems collectively and with a holistic view of people and the environment, working together to solve a challenge they have identified themselves.

3) Prejudices hinder innovation

In „Starting a Revolution,“ Naomi Ryland and Lisa Jaspers introduce the inspiring entrepreneur UK Stephanie Shirley, who founded an IT company in the 1960s that mainly hired women and people who could not find employment in the traditional job market. The team worked remotely and was extremely successful, reaching a market value of 2.8 billion pounds and an annual turnover of more than 400 billion pounds. Stephanie did something that no one else dared to do because of prejudice. And she created a company that is considered modern today.

Therefore, to truly be innovative, it is crucial to move beyond stereotypes and clichés.

4) If we wish to secure a positive future, we must think holistically

What do I take away from this?

By speaking to Naomi and Yanick, and reading various books and articles, I came to the realization that I still have very much to unlearn. If I desire to develop alternative visions of a future with a sustainable and green way of life on this planet, I must relinquish many of the values I was raised with. We cannot persist in the belief that economic and materialistic expansion is the primary objective, or even attainable. Instead, we must adopt a mindset and actions that prioritize cooperation, a shared and circular economy, and respect.

I was raised in a schooling system founded on competitiveness, and I still sense this daily. However, my vision of a sustainable future does not align with this notion. It is vital that we learn to collaborate not only with other humans but also with the non-human components of the ecosystem. Despite my knowledge of this necessity, my ego still speaks frequently. Drawing inspiration from the two interviews, I intend to further train my ego to be still.

Thanks to my academic background and professional experience in the non-profit sector, I possess a discerning eye that can identify intersectional power dynamics and I consistently aim to communicate in an inclusive manner. Nevertheless, I am not exempt from prejudice and acknowledge that nobody can be completely free of it. My objective is to maintain vigilance and continuously ask myself: ‚Is this truly the case? Or is prejudice influencing my perspective? What if the situation were different?‘

Overcoming the obstacle of disregarding my energy levels and pressuring others to do the same will prove to be a significant challenge for me. Teresa Bücker states that a 20-hour workweek for all in Germany would promote sustainability, generate more employment opportunities, result in fewer sick days, and offer individuals more time to engage in politics and civic activities. I recognise my fondness for this concept, yet a small voice in my mind persists, reminding me that ‚I must work for a minimum of 8 hours daily.‘ Consequently, I must silence this voice.

I want to create sustainable visions for the future through facilitation, moderation and communication. By building a global community of future makers, walls are torn down and bridges are built – towards a socially just, sustainable future. But at the very beginning of this journey I need to unlearn and create space for new vision of the future.

In a world beset by numerous crises, the manner in which we carry out our work and conduct business must be reevaluated. This begins with leadership and organisational structures. Naomi Ryland has taken on this challenge. As a founder, speaker, author, and revolutionary, Naomi states: „Our days of aspiring to fit into a start-up world – and an​ ​economic system – that is so severely broken are well and truly over.”
I engaged in conversation with her regarding social and economic transformation, innovative leadership, and personal energy.

This interview was conducted in German and translated by the interviewer into English.

Prior to establishing your own social enterprise tbd*, you were employed in the non-profit sector. What prompted you to make the decision to venture into self-employment?

I came to the realization early on that I do not relish the prospect of having a conventional supervisor. tbd* eventually came into existence because we could not find a platform like it and decided to create one ourselves. We reasoned, „If no one else will do it, then we shall do it ourselves.“ Many individuals in our network had already started their own businesses – particularly men – so the notion of starting a business was no longer intimidating for us. We thought, „If our friends can do it, surely we can too.“
We started with a Facebook group. We initially scoured job listings on charity websites and shared them within the group. In a short period of time, we amassed several thousand group members, as the demand was evidently high. And from there, it took off.

Was self-employment always your intended career path, or did you happen upon it by chance?

I found the way of collaborating within traditional hierarchies to be fundamentally challenging. However, the idea of self-employment was not something I had considered. My father was self-employed as a lawyer, but that is a completely different field. Self-employment was not something I had planned for, it simply occurred.

In „Starting a Revolution,“ you outline a vision for an economy without glass ceilings, discrimination, and with a greater emphasis on humanity. However, you also mention that this approach to work has not always been successful in your own company when you were in a leadership role. How do you address this issue at tbd* today

I am still associated with tbd*, but I am no longer actively involved in operations as an employee. Nonetheless, I still observe the company and the difference is palpable – the paramount priority is placed on humanity, above all else. Naturally, this approach also has its disadvantages; for instance, if the aim is to work as efficiently and profitably as possible, then this objective may not always be attained as effectively. However, everyone is encouraged to be transparent and admit when they are not performing well. No one should feel under undue pressure, and if they do, the team collaborates to determine what changes can be made to the system to ease the pressure.

 Are you currently holding a leadership position?

No, I am self-employed. I voluntarily relinquished my managerial role at tbd*, and the company transitioned to a self-organised structure. Following this transition, I was no longer the boss, nor were my co-founders. To this day, tbd* operates with a hierarchy based on competence. I wouldn’t want to return to a traditional management position as I can no longer support such a system. The idea that one can command others simply because of a certain status is no longer acceptable to me.

Is the ideal leadership style one where there is no leadership at all?

No, everyone should lead with a sense of self-responsibility and through collaboration.

Is it feasible for all companies to adopt a self-responsible and cooperative leadership style, or is it a requirement for them to be driven by a purpose?

From a systemic perspective, it would be ideal if jobs lacking a sense of purpose were done away with. This is because it is inherently unhealthy for individuals to work in a role in which they do not feel a sense of fulfilment. There are certain jobs, such as those of pilots, where a clear hierarchy is required for safety reasons. However, this type of leadership role should be based on competencies, rather than just one’s status. In many conventional companies, it is not always the most capable person who gives direction, which is a major issue that needs to be addressed.

You are a co-founder of SEND e. V. Do you consider social enterprises to be the solution?

I believe that social enterprises are a positive step towards change, but not the final destination. I too find myself confined by the current system, both externally and internally. Our prior experiences and learned behaviours in conducting business shape us and it is challenging to completely break away from that. External pressures can often lead us away from our own values. Though I have observed some progress from social enterprises, I believe that significant and systemic change can only be achieved through collaboration and cooperation among social enterprises, working together to break free from the current system.

Now, there are many companies and individuals who aspire to lead and be unique, but the next step is to bring these people together and consider what can be achieved through collaboration.

What would you have liked to have known ten years ago? What advice can you give to other impact-oriented entrepreneurs?

Coaching and therapy are paramount. Many founders set out to compensate for something or to attain status or validation from outside. This was the case for us as well. If these are part of the driving force, then it can be challenging to bring about genuine change. You remain ensnared within the system. Deep introspection and self-development are crucial aspects of social entrepreneurship, to remain steadfast in your values and mission, and to work as ego-free as possible.

Additionally, do not presume that you can continue at a fast pace without encountering burnout. No one I know has managed to avoid it. It’s almost inevitable. So, it’s best to be mindful of it right from the outset.

Would you say it’s feasible to launch a business without committing 150% from the outset? And to maintain a healthy balance from the start, or do you have to put in 150% at the beginning and then make sure to reel it in early enough?

It’s a matter of perspective. If giving 150% means pushing beyond one’s own limitations, then that is not advisable. Exceeding one’s limits can be dangerous and can have negative consequences. Energy levels are subjective and depend on various factors. It’s important to understand one’s own limits and strive to not exceed them from the start. Failing to do so may have detrimental effects in the long run.

My Personal User Manual

In my workshops I like to let people write their personal user manual. But I have never done that myself. I would like to change that: Welcome to my user manual „How to work with Merle!

Bio

I am an experienced TV and event host as well as a workshop facilitator with an academic background in Peace and Conflict Resolution. I do have my focus on complex future issues with a special interest in sustainability – in German, English and French.

I am the founder of two NGOs (2009 and 2013) as well as of WERTSCHATZ Kommunikation (2018).

My Mission: To create sustainable visions for the future through facilitation, moderation and communication. By building a global community of future makers, walls are torn down and bridges are built – towards a socially just, sustainable future.

• I am very purpose driven and have huge a desire to make a difference.
• I float in possibility and am most motivated when I connect dots/people/resources that turn challenges into opportunities.
• I am a generalist: I absorb new information and connect it with existing information. In doing so, I attach less importance to details than to the big picture.
• I have very high expectations of myself – but also of others. I believe in giving people freedom and flexibility and equipping them with the tools they need to discover and develop their potential. But that also means I expect a lot personal responsibility.
• I’m obsessed with efficiency.
• I do not believe in a 8 h/day and 5 days/week-work schedule when it comes to knowledge work as well as creative work. For me it is often way more effective to work for a shorter time, but in a more concentrated and productive way. Or to think about certain topics outside of traditional working hours (like when running).
• I most enjoy working at pace, with lots going on. Conversely, I lose energy in long-turnaround times/ extended deadlines where there is no sense of urgency.
• I love to question the status quo and I get energy from thinking about how we could do things differently. This can make me seem impatient.

• Networking and enabling people to interact more effectively are what I do best. Please introduce me to your network – I will do the same for you.
• I am always full of ideas for a better future, better events and projects. I thrive in situations where I can advocate an entirely new approach. Feel free to always contact me for a brainstorming or sparring session.
• I love to communicate empathically with a focus on inclusion: My strength lies in building better communications with others.
• I am a generalist with a lot of knowledge from very different fields that I love to connect to get a bigger picture. I relish taking responsibility for promoting new routes.

• When I’m trying to solve a challenging problem with other people I trust and admire
• In the morning (I often find it harder to concentrate in the afternoon)
• When preparing for events: Alone in a peaceful environment
• At events: When having a place of retreat, good technic and a trustworthy communication with the organisers

• People putting their interests over our collective ones. I always think in terms of community.
• People who don’t value the time of their fellow human beings and are unpunctual, or schedule overlong meetings with people who don’t actually need to be present. Let’s get to the point and be punctual.
• Overlong discussions and analyses. I focus on solutions and actions.
• Making excuses or blaming others.
• Finding problems and not taking responsibility for finding solutions.
• People holding back ideas, trying to perfect things, rather than engaging early for thoughts and feedback.
• People who simply write the message in the subject of the email and not in the actual text field. Please take 30 seconds to be respectful.
• Professional people acting like victims of change and not seeing & using their own power and agency to lead change.

My quirks

• I can worry about my reputation and brand a lot.
• When I don’t exercise I can get grumpy.
• I don’t like to be in meetings where I’m not needed at all.
• I don’t like being called on the phone unprepared. Please write me an email beforehand.
• On stage and in meetings I am in the role of someone extroverted. In real life, however, I am actually shy. Sometimes it’s difficult for me to connect with people and I come across as arrogant. Please understand that this is just my introverted streak. Please talk to me anyway, I’m happy about it!
• I need time for myself every now and then. That may lead to me canceling team lunches and the like sometimes. Please keep inviting me anyway, when my batteries are recharged I’m very happy to be there.
• I may sometimes seem unfriendly or offended, but it is most likely just stress. Please get in touch with me whenever I offended or annoyed you. I am like a Labrador and really do not want to offend anyone – let’s talk.

• Phone: Please do not call spontaneously. I am usually in meetings, on stage or concentrating on texts and research. Write a short email and we’ll make an appointment. Or book one here.
• Zoom: I’m happy to talk to you via ZOOM, but think about whether you can do it by email first. I am also happy about a regular Jour Fix, so that the personal connection does not come too short. In general, I appreciate working asynchrony.
• Mail: I take the time to structure my communication to help the reader/listener understand as easily as possible, and I appreciate it when others do the same. E.g. using lists and bolded words in emails, and spending a couple of minutes to redraft any piece of communication longer than one or two sentences. Set the subject header to something descriptive. Start the email by telling me what the email is about. Only then go into details. Don’t mix separate topics in the same email, it is perfectly fine to send two emails at almost the same time.

• I am a groupie. When I love music, films or people, I do this completely and eternally. I spent a lot of time waiting for stars at the rear entrance of concert halls at nights in my 20s.
• I know everything about Amy Winehouse and Alicia Keys (feel free to challenge me)
• Music is my life and I do listen to a broad spectrum from Funk and Soul to Hip Hop and R&B over Folk and Rock to classic Pop.
• I used to be a (more or less) professional actress
• I used to be a licensed personal sports coach.
• I run a semi-marathon in less than two hours
• I have seen all the King of Queens – seasons (several times)
• I am a geek for popular media science and do have a faible for analyzing, discussing and comparing gender roles in movies.
• I only have 9,5 fingers, because I lost half a finger in an accident when I was 11.

• Instagram
• LinkedIn
• twitter

Und wieder war mein Kalender im September voll mit Buchungen. Ich sollte eine Vielzahl von Events moderieren – in Präsenz natürlich. Doch nun, Ende August, kommen die Änderungswünsche rein. Einige der Events wurden ganz abgesagt, andere notdürftig ins Digitale verschoben und wieder andere sollen nun mit viel Abstand und gänzlich ohne agile Methoden stattfinden. Corona machte den Veranstaltungsplaner:innen einen Strich durch die Rechnung. Das ist sehr schade, weil es so nicht hätte sein müssen. Veranstaltungen, die von vornherein digital oder hybrid geplant werden, sind nämlich oft die besseren Events.

Hier sind fünf Gründe, wieso das so ist:

1. Echte Teilhabe wird ermöglicht
Als Mutter von zwei kleinen Kindern kann ich leider viel zu oft an Präsenz-Veranstaltungen nicht teilnehmen. Ich schätze deshalb die Möglichkeit, digital hinzuzustoßen. Dabei spare ich mir jede Menge Babysitter:innen und kann entspannt abends von zu Hause aus mitmachen, wenn meine Kinder schlafen.
Aber auch Menschen, die mit körperlichen Einschränkungen leben, können sich digital viel leichter zuschalten. Auch finanziell ist es günstiger, sich über ZOOM, Teams oder Webex einzuloggen, als das Zugticket nach Berlin zu finanzieren.
Wer Online-Events plant und anbietet, ermöglicht es viel mehr Interessierten, dabei zu sein – und wird natürlich auch von viel mehr Menschen gehört.

2. Die Zielgruppe wird vergrößert
Wer sich auf den Weg zu einem Veranstaltungsort macht, der muss schon großes Interesse an dem Event haben. Wenn ich mir nicht ganz sicher bin, ob das Thema mich absolut reizt, dann nehme ich den Aufwand nicht auf mich. Anders ist das bei digitalen Angeboten: Hier schalte ich mich schnell mal dazu und gucke dann, ob die Veranstalter:innen meine Aufmerksamkeit halten können oder nicht. Digitale Events bieten also ein großes Potenzial, um neue Menschen zu erreichen und von sich zu überzeugen.
Auch Ländergrenzen sind nun kein Problem mehr. Ich habe im vergangenen Jahr viele Veranstaltungen moderiert, bei denen sich Menschen aus den USA, der Türkei und sogar Gambia zugeschaltet haben. Ich wette, dass diese bei einem Event in Frankfurt oder Berlin nicht dabei gewesen wären.

3. Ressourcen werden geschont
Greenpeace hat eine Studie dazu veröffentlich, dass durch die Corona-Pandemie in den ersten Monaten tatsächlich weniger CO2 auf den Straßen ausgestoßen wurde. Und auch ich sehe in meinem Umfeld, dass immer weniger Menschen für jedes kleine Meeting mit Auto, Zug und Flugzeug durch die Gegend gefahren oder geflogen sind. Das schont Unmengen an Ressourcen! Wenn wir die Klimakrise angehen wollen, sollten wir uns über jede Reise doppelt Gedanken machen. Schön, wenn wir viele Menschen auch einfach digital erreichen können.

Auch finanzielle Ressourcen werden dadurch übrigens geschont: Sie sparen sich Räumlichkeiten, Reisekosten und Catering. Stattdessen sollten Sie in eine gute Moderation, die richtige Technik und ein passendes Care-Paket investieren – Sie werden trotzdem Gelder sparen.

4. Die pandemische Lage wird mitgedacht
Ich empfinde es als Risiko, eine Veranstaltung auf gut Glück rein analog zu planen. Es werden Gelder für Räumlichkeiten, Catering, Technik und Co ausgegeben. All das will geplant und finanziert werden. Und dann? Dann steigen plötzlich die Infektionszahlen wieder und Regelungen werden verschärft. Nun kann man natürlich auf Abstand und mit Maske auch Events durchführen, doch wird es hier sicherlich keinen gelungenen Austausch, ein entspanntes Kennenlernen und agile Methoden geben. Ich bin deshalb der Meinung: Planen Sie am besten gleich digital oder zu mindestens Hybrid. Dann gehen Sie auf Nummer sicher.

5. Methodische Vielfalt ist möglich
Wer jetzt denkt: „Oh nein, im Digitalen können wir uns nicht so gut austauschen und begegnen“, der täuscht sich gewaltig. Mit den richtigen Methoden und Tools sowie einer guten Moderation kann auch digital ganz menschlich und nah zusammengearbeitet werden. Ein paar Tipps finden Sie hier. Doch auch digitale Veranstaltungen benötigen die richtige Planung und zeitlichen Vorlauf.

Deshalb ist mein Tipp: Planen Sie gleich digital oder hybrid – Sie sorgen für niedrigschwellige Teilhabe, ermöglichen ortsunabhängige Mitmachoptionen und schonen Ressourcen!