harlekins spirit

Feeling strategies – with dedication and passion against blind trust

This is a new text from our “guest writer” Christoph Henties.

A chorus on strategy

“Felt is not recognized.

Recognised is not formulated.

Formulated is not proclaimed.

Proclaimed is not understood.

Understood is not agreed.

Agreed is not applied.

Applied is not maintained.

Maintained is not felt. Felt is not…!”

Whether you are a jazz or classical music fan, love pulsating swing or soulful ballads, everyone can musically intonate the above chorus, the “strategy song”, in their own way. And as a rule, harmonies and songs, especially if you like them, become a catchy tune in your memory – they play themselves, so to speak, almost involuntarily recurring in your “spiritual ear”. How nice it would be if this metaphor also applied to companies‘ extensively elaborated strategic plans.

Year End Sweet and Sour

Note from the Harlequin editor: In order to slowly get you into the right mood for the end of the year, our new articles all deal with the topic of “year ends” until the end of 2019 – sometimes from a professional, sometimes from a private point of view. Today we start with a culinary contribution – enjoy!

We had just become parents that year. The little one was actually cute, but we parents were on the verge of a nervous breakdown at times, especially when travelling, because our daughter threw up everything she ate consistently between 65 and 75 kms on a 200 km route to parents or parents-in-law. And now Christmas was just around the corner. In order to spare the baby (of course only her!) unnecessary travel stress, we invited parents and parents-in-law to our home without further ado. After all, Christmas is THE family celebration…

The Rumtopf had already been started in June and should have reached its peak, the hotel rooms were booked and the weather also played along, so that people could arrive comfortably. Exchanging presents was accompanied by “Ohs” and” Ahs,” rather than an “Oh gosh!” And so slowly pangs of Christmas hunger were registered. Baby was sleeping and the feast could begin.

Holding up the mirror

HR Business Partner – the modern court jester in companies?

This is a contribution by our guest author Christoph Henties. Christoph already published the three-part “Organisations Learn Jazz” in June this year. We are very happy to have him back this week.

Recently, in a conversation with an experienced, committed HR manager, she quoted one of her superiors: “Our job in HR is solely to implement the board’s decisions and measures.” I visibly felt the restrictive effect of this statement of loyalty to the hierarchy on my interviewee. The disappointment at neglecting one’s own ideas for constructively shaping creative personnel work for employees and the organization was all too noticeable.

The concept of the court jester came to my mind: a figure who could tell the authorities unpleasant truths without fearing the consequences. This figure could mention the unspeakable. It had the task of telling the ruler the truth, had the freedom of fools.

Autumn is here

… or: Halloween in day-to-day leadership
(Part 1)

And with falling leaves, persistent rain and colder nights dread falls upon us… When I went to my car yesterday in a good mood, it was already there! She was waiting for me, unmissable, right in the middle of the door to the underground car park! That’s my door, it wanted to tell me. I would have liked to have agreed with it and run back up the stairs immediately. My breathing became shallow and my body began to make movements the mind considers nonsense, but my mind had absented itself anyway. You guessed it. On the door sat a cobweb spider, aka a house spider, altogether about 6 cms across.

Why am I telling you about my fears?

Because I think it’s time to make fear socially acceptable. Fear is a deeply human emotion that unfortunately sometimes makes us do things that don’t make sense. I often experience this in companies. But first things first.

You can stay the way you are! – ?

The trainer has organized a transfer exercise in the seminar so that the participating manager can translate what he or she has heard and said to his or her working environment. Unfortunately, this transfer does not always work to everyone’s satisfaction. The manager takes it upon himself to change special points in his own behaviour, to organise himself more efficiently or to introduce new methods. But this often does not work as ideally conceived in the seminar. Then the environment was often “to blame”, which hindered the application of new approaches. But that is only half the story.

HR Business Partner – the modern court jester in companies?

… or: Halloween in day-to-day leadership (Part 1)

… or: Halloween in day-to-day leadership
(Part 1)