Mental strength at work “The only easy day was yesterday” “The only easy day was yesterday!” This is a motto of the American Navy Seals, and it has a double meaning. Firstly: Today will not be an easy day, but I will master it. Secondly, when I get up tomorrow, today’s effort will be yesterday’s […]
Mental strength at work: the key to success Read More »
Mental strength at work “The only easy day was yesterday” “The only easy day was yesterday!” This is a motto of the American Navy Seals, and it has a double meaning. Firstly: Today will not be an easy day, but I will master it. Secondly, when I get up tomorrow, today’s effort will be yesterday’s
Mental strength at work: the key to success Read More »
Operational management –Two types of surprises In my opinion, there are two different types of surprises in management: We see one of these as a challenge and are happy to take on this task, while the other is the consequence of a lack of focus on results in the operational management of our area of
Results orientation: Your area of responsibility Read More »
The longing for more consistency in management The same conversation scenario over and over again, whether board member, managing director or head of a department: “We’re not making any progress.” “People simply don’t stick to agreements!” “Constant reasons why something doesn’t work!” etc. I have the feeling that these kinds of statements and conversations are
Consistency in management: Commitment to success Read More »
The Mythos team All those involved in implementation processes accept the associated changes in their own way. The introduction of a CRM system (Customer Relationship Management system) at a textile manufacturer primarily affects the marketing, sales and service departments, which will actively use this system. Consequently, a change always has “winners” and “losers”. If there
Impact of CRM implementation on team dynamics Read More »
Examples of technocracy in management – a dangerous fallacy One of my key insights into the question of why a good strategy or a well-intentioned project comes to nothing concerns a fallacy that I myself fell prey to for a long time: namely the belief that generating clarity creates something like enthusiasm or following. We
Clarity & enthusiasm? Read More »
Planning complexity – dealing with complexity Contrary to the widespread view that far-sighted action is a sign of wisdom and responsibility, I maintain that it is nothing more than an attempt to compensate for feelings of insecurity and to suggest that reality can be controlled. Plans are based on idealization and that is precisely the
Mastering planning complexity: Effective strategies Read More »
The power play of emotions – Emotions in companies Emotions are the decisive factor in the implementation concept and especially in the implementation of strategies, changes and projects. Everyone knows that you can only really make progress with intrinsic motivation, passion and emotional conviction. And you are only motivated if you recognize a meaning in
Emotions in companies – project implementation Read More »
If there’s one thing I’ve learned in life, especially in building high-performance cultures, it’s this: Structure + discipline = success. As a rule, there is no lack of clever concepts. On the contrary: too many of them are always produced, only to want far too much at once. This is why Kolbusa’s HERO principles and
Building and learning Discipline: achieving success Read More »
STRATEGY VS. TACTICS AND THINKING VS. ACTION “We absolutely need a more consistent focus! The competition is way ahead of us and we’re still not stepping on the gas!” The CEO has spoken and everyone agrees. When it’s time to say “Who can help make the right plan and finally set off?”, the usual suspects
Strategy vs. tactics: classification & tips Read More »
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