Category: Human Resources

A young man walks purposefully towards a shop. The shop is hardly recognisable as such because there is no shop window. A simple sign hangs above the entrance door. It says “Pharmacy” and in slightly smaller letters underneath it “for Leadership”. The man enters and opening the door triggers a shrill ringing. He barely has time to look around the small salesroom before an older gentleman with white hair and a dishevelled full beard appears from behind the counter.

There are countless terms for our present: the digital age, the Information Society, the Post-industrial Era, the Anthropocene. That’s not even all of them. One of them is the Knowledge Society. And according to various sources, that’s exactly what we’re living in now. Do you feel you live in a knowledge society? I once asked myself this question and these thoughts ran through my head.

Inspired by Max Frisch’s questionnaires, the questions below are meant to invite you, dear reader, to reflect on how you deal with breaks. Perhaps you would like to look more closely at one or two of the questions. Perhaps one question in particular concerns you. Take a conscious break and write down what comes to your mind about the questions. In this way learn how you treat interruptions. By reflecting on the questions, you will learn more about your attitude towards “downtime” and whether or not you want to change your specific behaviour. The collection is subjective. Maybe there are other other issues about this topic that you refelect on.  There is so much more to discover…

… but the fruit of inner attitudes.¹

I have been working as a leadership coach for many years. Every few weeks, I go in this role to a monastery with managers who have lost their jobs. In the workshop we work on the themes of inner images, the future, failure, fear, hope and so forth.

They have been dismissed because of a personal conflict, have fallen victim to restructuring or have themselves decided to leave the company. What the participants have in common is that they previously had power over others and now have lost it. Until now, they had been used to developing visions, strategies and concepts and making decisions for others. Now, others have often decided over them.

It would be nice if I could tell you my core message right at the beginning and thus enable you to decide right here whether it is worth reading on.

But things are different. For the moment I am glad to have overcome this inhibition in front of a blank page. Just as Heinrich von Kleist expressed himself about the gradual development of thoughts while speaking, so I am writing here about a gradual development of my own thoughts while writing.

The title promises something like a journey, a thought journey. I invite you to accompany me. I love travelling and moreover it is a beautiful metaphor.

The following text is a guest contribution by Gabriele Guthmann. She runs a practice for psychological counselling, energy work and consciousness coaching, and lives in Rhineland-Palatinate.

Our society is subject to increasing polarization, according to a recent survey by the Konrad Adenauer Trust. A look at the development of German society since the turn of the millennium shows a growing imbalance in international comparison with countries like Sweden or Denmark.

The imbalance of income structures, political and economic uncertainties lead to the experience of different truths of our social values. A society that has allowed itself to lean back on security and stability for decades is falling into increasing disorientation. This results in fear of loss, aggression, excessive demands and the feeling of being separated from others.

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.