Thoughts on leadership, judgment and impact.
Not as ready-made answers. As invitations to see situations differently.
Mit Haltung zum Wandel.
Mit Haltung zum Wandel. Plädoyer für eine authentische Kultur der Unternehmensführung was published in 2021 (ISBN 978-3-96238-375-5). The English edition is in preparation.
The book continues a question that also shapes this work: How does leadership emerge that not only functions, but assumes responsibility and carries change credibly?
Available from Amazon.
Embody Leadership.
The English-language essay Embody Leadership – How to lead with authenticity, focus and positive energy connects leadership, change and Aikido experience.
You can request the essay if you are interested in embodied leadership and perspective shift in complex situations.
Request essayThe Era of Relational Intelligence.
The article in the Stanford Social Innovation Review reflects a perspective that is also central to my work: impact does not arise from information or systems alone, but from the quality of relationships, perception and responsibility.
Three good options
Why more information does not always create more clarity.Fundraising as a leadership task
Impact emerges where orientation and responsibility come together.What AI cannot decide
On human judgment in digital systems.Embody Leadership
Request the English-language essay.The Era of Relational Intelligence
Further reading in the Stanford Social Innovation Review.Three good options
A leader faces an important decision.
Three options are on the table. All have been carefully examined. All have strong arguments. All carry risks.
The team is divided. The board is pressing for a decision. Further analysis would probably provide more information.
But not more clarity.
In such situations, what is missing is usually not knowledge. What is missing is the ability to recognize from which perspective the decision needs to be considered.
In Aikido, a stuck situation often changes not through more force, but through a different position.
In leadership, too, this can be decisive: Do not ask immediately which option is right. First ask from where we are currently seeing this situation.
Fundraising as a leadership task
Fundraising is often understood as a question of resources.
In my experience, it is above all a leadership question.
It is about connecting boards, committees, staff, departments and supporters in such a way that responsibility can be assumed. People do not give only to a project. They engage where a direction becomes visible and responsibility is carried credibly.
In this sense, I understand fundraising as impact facilitation: as the mediation of impact and the enabling of responsible engagement.
What AI cannot decide
AI can generate scenarios, structure information and prepare options for action.
What it cannot replace is human judgment about what is appropriate in a concrete situation.
For this, we need not only analysis, but perception, experience, responsibility and the ability to take different perspectives.
If you recognise yourself here, I would be glad to have a conversation.
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