The topic came up again recently in one of our workshops: We need to think entrepreneurially! Colleagues should be more entrepreneurial. And then everyone nodded their heads and said: “Yes, that makes sense”. But what does that actually mean in everyday life? And how do I become an “entrepreneur”? After all, this is where three very highly chunked, undefined nouns come together: Skills, Mindset, Entrepreneur. In our organizations we first should clarify what we actually expect from each other...

Let's ask our own Digital Leader Program MyGPT version: An entrepreneurial mindset describes the ability to think and act entrepreneurially. Individuals with this mindset tend to be proactive, creative and risk-taking. They see opportunities in challenges and strive for continuous improvement and innovation. Core elements of the entrepreneurial mindset:

•  Proactivity: Employees are encouraged to take initiative and work independently. This means that they do not...

Hi everyone!

I am looking for your help. I am preparing a presentation about the evolution, challenges and benefits of hybrid work and solutions to reduce costs and get to more productivity in hybrid working environments and I need your feedback please.

You’ll benefit from my insights of 20 years experience in hybrid work environments and hundreds of workshops with hybrid working teams from different industries reflecting on questions like:

•  How can I reduce costs by lowering employee turnover?
•  Why are self-management, communication and entrepreneurial skills so important for employee happiness and productivity?
•  What should I have in mind setting up a sustainable hybrid team culture?
•  Why is it elementary to choose the right people and train them properly?
•  What are concrete next steps to bring your team / organization to the next level?

I am looking forward to hearing from you - please DM me via LinkedIn and we set up a call.

Have a great start...

Why should we address the impact when giving feedback on obvious topics?

It is quite clear that being late is not acceptable. So why should you still need to explain why this behavior is inappropriate?

In our workshops we often get the question why evident things need an explanation of the impact. 

I give you an example on the difference: 

• You can say: I saw that you were late for the meeting today. Please come on time next time. 
• OR you can say: I noticed that you were late for our meeting today. We are losing time in the team because we have to update you. Please come to the next meeting on time to make sure you get all the information. 

In the second case you explain WHY somebody should improve their behavior. This makes it more tangible. 

Here are more reasons to explain the impact of a behavior: 

• You create clarity and understanding: If the recipient understands how their behavior or performance affects others or what the consequences are, they...

It’s a classic real life challenge coming out of our workshops: You are part of a team becoming their manager (maybe even overnight) suddenly being in a completely different role with different benefits, challenges and implications.

Suddenly all the things you always wanted to change are in your hands. Your former worries as a team mate are yours now. You are suddenly your colleagues superior. Some of the individual habits that weren’t really your problem before are now maybe an issue.

Don’t get me wrong. It’s exciting and great that you’ll be able to change things and take responsibility now. But still: clear and transparent communication is crucial if you want to stay in a good personal relationship and be a good and fair manager. Here is what you should have in mind navigating the transition, because the shift in dynamics can introduce complexities. But with the right strategies, you can navigate this transition smoothly and successfully.

Role...

To optimize our customers' hybrid collaboration we are more and more using Gustavo Razzetti's Culture Design Canvas. Let me share a little about that powerful tool that we are often using as a template to help teams and leaders develop a cohesive and vibrant workplace culture.

Here’s a closer look at what this tool entails and how you as a leader can effectively utilize it in a workshop setting:
The Culture Design Canvas is a strategic framework created by Gustavo Razzetti, aimed at helping organizations visualize, design, and implement their culture. It comprises various elements such as purpose, values, behaviors, rituals, and more. By addressing these factors systematically, teams can forge a unified culture that drives both engagement and performance.

In case you want to facilitate a workshop yourself you can download the canvas at https://www.fearlessculture.design/ and follow the following steps to make a workshop out of it:

1. Introduction: Begin by explaining the...

Future oriented leads need moderation skills to get more out of their teams and themselves by supporting an autonomous working style.
If you learn how to moderate your meetings and workshops better you will be able to:
- get better and more ideas
- gain more trust between your teammates
- reach more commitment and motivation
- get more “we-feelings” and by that psychological safety
- support individual growth
- establish better decision making processes (where you don’t need to be a part of anymore)

The more autonomy an individual in a team is supposed to have, the clearer the goals, rules, values, own motivation and self-responsibility should be.
We need to make sure that we have everyone on board and on the same page. Having the feeling of being part of the team and being heard. Therefore it’s important that leads learn to create situations where the team takes the stage, has time to work together in a structured way and feels comfortable and guided to shape their...