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Is Your Leadership Team Losing Sight of Its Purpose? When crises hit, it’s easy for C-level teams to become consumed by the chaos—focusing solely on survival, firefighting, and quick wins.  Actually, in the middle of all this turbulence, there’s one question that can bring clarity, focus, and energy: What is our shared purpose ? Let’s take a real-world example: A global manufacturing company is undergoing a massive restructuring. Layoffs are looming, supply chains are under pressure, and leaders are scrambling to balance costs with commitments. Meetings have turned into debates about what to cut, what to save, and how to stabilize the business. Morale is low, and the team feels disconnected. Then, in a pivotal meeting, someone asks: “What is our deeper mission ? Why do we exist as a company?” This question shifts the dynamic entirely. The team remembers their shared purpose: to provide innovative, sustainable solutions that improve lives and protect the planet.  Suddenly, the conversation is no longer about cuts; it’s about alignment . Decisions start flowing from purpose rather than panic.  Priorities become clearer: - Investments in sustainable R&D stay on the table because they align with the company’s mission. - Teams rally around a shared vision, easing tensions and restoring morale. - Leaders communicate decisions with confidence and clarity, ensuring employees understand not just the “what” but the “why.” Why Purpose Is Your Team’s Greatest Anchor! In moments of tension and uncertainty, purpose does more than inspire— it genuinely guides: It grounds decisions in long-term meaning rather than short-term fixes. It energizes teams, reminding them why their work matters. It aligns priorities, ensuring every action contributes to the bigger picture. How to Reconnect with Your Purpose? In your next leadership meeting, ask: - What is our shared purpose as a team? - How does this purpose inform the decisions we’re making today? - How can we use our purpose to unite and motivate our people? Make this a regular practice—especially in times of uncertainty.  Purpose isn’t just a feel-good slogan; it’s your compass in the storm. Challenge for Your Team: Stop. Pause. Reflect. Next time the stress of the moment threatens to overwhelm you, ask: - Does this decision align with our deeper mission? - What would our purpose have to say in order to guide us through this challenge? Remember : Crisis does not have to disconnect your team. Purpose can bring you back together - and move you forward.

Is Your Leadership Team Rushing to Answers? Try Living in the Questions Instead! Uncertainty. It’s the elephant in every boardroom right now. When challenges arise—whether it’s restructuring, market disruptions, or internal resistance—the instinct is almost always the same:  Find the fix.  Move fast.  Solve it now. What if the answers you need are not ready to be solved yet? Here’s a real-world scenario : A C-suite team is leading their company through a major digital transformation. Employee resistance is high, systems are clashing, and customer satisfaction is dipping. Every meeting ends in a frenzy of proposed solutions—none of which seem to stick. The energy is hectic, and the team feels stuck in a cycle of quick fixes and rising frustration. The real problem? They’re rushing to answers instead of living in the questions. What if this team paused, took a breath, and shifted their focus ?  Imagine starting their next meeting with open-ended questions like: - What questions are we not asking about this transformation? - What makes our employees behave so resistant, and what might this resistance be telling us? - What would success truly look like—not just for the business, but for the people who are part of this journey? By sitting with these questions instead of leaping to conclusions, the team could unlock fresh perspectives: ->They might discover that resistance isn’t just fear —it’s insight into gaps in communication, clarity or training. -> They might realize their metrics for success are too narrowly focused on systems, not people. -> They might even redefine the transformation itself, making it more aligned with their true long-term goals. Living in the questions feels counterintuitive, especially for results-driven leaders.  And you know what, here’s the paradox: The best answers emerge when we’re patient enough to stay with the questions for a while. How Can Your Team Start Living in the Questions? In your next meeting, resist the urge to jump straight to solutions. Instead: 1. Ask: "What questions are we avoiding", and "what makes us choose to do so?" 2. Let the discomfort of uncertainty linger. It’s where innovation begins. 3. Balance curiosity with action—use open questions to guide deeper, more thoughtful decisions. In volatile times, clarity isn’t immediate—it’s uncovered . So, embrace the uncertainty and give your team permission to explore. What’s one question your team should be asking right now?

Is Your C-Team Ready to See What Wants to Happen? In times of deep change and challenge, C-level teams are often driven to react quickly, solve problems, and manage crises. But if all we’re doing is putting out fires, what’s the long-term cost? Imagine this scenario: Your company is navigating a tough merger. Pressures are mounting—new systems, integration headaches, cultural clashes. Every meeting is filled with urgent issues: “How do we get operations stable? How do we handle customer complaints? How can we just keep the lights on?” Sounds familiar? What if we asked a different question? Instead of focusing only on problems, what if we looked at the opportunity within the challenge? What if we asked, “What wants to happen here?” This question changes everything.  Rather than reacting to immediate issues, the team begins to explore the potential within the merger itself: - Which are new synergies we haven’t tapped in yet? Instead of rushing to stabilize, could we uncover unique strengths each side brings and leverage them creatively? - What could this merger make possible that wasn’t before?  - In what way would this be a chance to reinvent certain processes or even parts of our culture that were overdue for change? - What would it bring if we could align around a shared vision rather than just trying to avoid failure? Suddenly, the tone of leadership changes. This isn’t just a survival exercise; it’s a moment to create something powerful and new. When a C-level team shifts to “possibility-thinking,” a few things happen: - Openness Emerges: Conversations become more forward-looking and positive, opening doors to insights and ideas that problem-solving alone would have missed. - Engagement Deepens: Leaders and employees alike are drawn to opportunities that feel meaningful and transformative, not just exhausting. - Strategic Growth Unfolds: Instead of just stabilizing, the team begins to innovate, creating new pathways for growth that can define the future of the company. So, as your team faces its own set of challenges, ask yourselves: What wants to happen here? Shift your focus to what’s emerging, not just what’s urgent. You might just find that this crisis holds the seed of a transformation you never expected. Turn these moments of disruption into defining opportunities! Are you ready to see beyond the problems? Let’s explore what’s truly possible.

Most workplace problems don’t come from facts—they come from assumptions. Think about it. Misunderstandings and assumptions fuel most workplace conflicts. So many assumptions ruin business relationships every day. For some it is even far more easier to "stick" to a certain assumption that really see what is happening. The story fits a purpose. Let's assume less and create better relationships at work with proper understanding. Are you aware that according to Harvard Business Review , 90% of workplace conflicts are caused by misinterpretations and assumptions. Trust me when I say that assumptions are a silent killer of productivity, trust, and relationships. Honestly, most misunderstandings in the world could be avoided if people would simply take the time to ask, 'What else could this mean?'" Why We Assume We all do it. Whether you want it or not. We observe someone's actions or hear their words and we generally assign meaning to it. Oh yes, not even often, without full context. What happens next? Assumptions ➜ Poor decisions➜ Misunderstandings➜ Damaged relationships Have you ever assumed someone did not care about your question or problems just because they did not reply to an email? Or have you ever thought someone was avoiding you, only to find out later they were simply overwhelmed with work? These mental shortcuts aka assumptions are quickly made — and trust me they are often to even always wrong. How to Stop Assuming? The good news is that you can change this habit. A powerful tool to help is The Ladder of Inference : (see the picture below). Check out all the steps on how you build up the assumptions. I really consider step 3 as crucial, which is "adding meaning". We are so used to adding meaning to facts we observe which leads to the actual assumption which can be so utterly wrong. I often joke in my workshops saying the following while using the letters in the word ASSUME, if I assume something: I treat U AS (you were) ME, and.. by doing that, I can make a complete ASS out of U and ME. Why It Matters When you take the time to verify instead of assume, you unlock the key to: ✔ Better decisions ✔ Stronger communication ✔ Healthier workplace relationships Assumptions are easy to make. Become aware that: slowing down, asking questions, and understanding the full picture takes effort and It is ABSOLUTELY worth it. Let’s stop the spiral of workplace conflict—one assumption at a time.

Practice the kind. 100 % Let’s be real—too many leaders confuse being nice  with being kind . When I bring up the topic they always look at me in some kind of disgust - definitely those who value fairness and most of all harmony. You know what: 2 of my main values are in fact fairness and harmony, that is why of all things I refuse to behave nice! Here’s the hard truth: Being “nice” does not solve problems. It does not build trust. It does not help people grow. It just avoids conflict. And guess what? The problems you avoid do not disappear—they fester and linger and creates even more conflict. Artificial Harmony. Exactly that! Think back to a “nice” leader you have had in your career. They: 1) Dodged tough conversations. 2) Sugarcoated feedback. 3) Tiptoed around real issues. Sure, it might have felt good in the moment. The question is: did you really  grow under their leadership? Most probably not. Now, let’s look at and talk about being kind! Kind leaders are honest, even when it is or feels uncomfortable. They care enough to tell you what you need to hear—not just what you want to hear. Leadership is really not about being liked. It is about creating an environment where people feel challenged as well as supported as well as trusted. That is exactly what kindness does! Niceness? It’s just noise. So, do you want and wish to become or be a good leader? Choose to be kind, not “nice.”

“Forget about the long term, get operational, fix problems, and bring solutions.” Is this your mantra? With everything happening in the world today, it's understandable to default to this survival strategy. At the same time, as a strategic partner for management teams, I've seen firsthand how this approach can lead to a cycle of tunnel vision and silo thinking.  The focus on immediate fixes often results in: - Stuckness: Even C-level executives find themselves mired in basic operational issues.  - Stress and Anxiety: Employees arrive at work burdened by uncertainty and fear. While this reactive mindset has long been a key strategy in the Western business world, it raises a critical question: Is it still serving us? Instead of just fixing what's broken, I advocate for navigating change and embracing potential. It’s time to break free from the endless cycle of operational fixes that drain energy and innovation. Join me in this blogpost series as I share insights and strategies to help you and your teams surf the waves of uncertainty. Let’s shift the focus from mere survival to thriving in today’s complex landscape. Don't let this crisis go to waste—transform it into an opportunity for growth!

"You can’t build a reputation on what you are going to do." In times of crisis or challenging operational periods, teams and individuals use way too much "isms" which can seriously undermine team performance and leadership effectiveness.  "Shouldism": Leads to indecision and stagnation—focusing on what you should do instead of taking decisive action. "Tryism": Creates half-hearted efforts—saying you'll "try" instead of fully committing prevents you from achieving real progress. "Shorttermism": Encourages quick fixes that lack sustainability—sacrificing long-term success for short-term gains limits growth, while tempting you to chase immediate relief, often at the cost of sustainable solutions that could prevent future issues.  "Toobusyism": Prioritizes busyness over productivity—being "too busy" blinds us to the tasks that genuinely move the needle. It forces teams into a reactive mode, where the focus lies on keeping up instead of stepping back to prioritize what will truly drive recovery.  As leaders, you need to recognize these pressures and you must overcome them to lead with clarity, commitment, and long-term focus. As such you and your team can rise above these habits and guide your teams through tough times.  Instead of just thinking about what you should do or trying without full commitment, align on clear, long-term goals and make time to prioritize the right tasks. Short-term thinking and being "too busy" for the big picture are keeping you stuck.  Break free from these limiting habits and drive forward with focus, dedication, and action. It's time to do the work that truly moves you forward!

"High-performing teams aren’t just created; they are learned into existence." It’s no secret that the road to becoming a high-performing team is challenging, but one critical element often overlooked is team learning. Face the reality: No team becomes "high-performing" without going through a deliberate process of learning together.  Simply gathering talented individuals is NOT enough.  The magic happens when a team evolves together, aligning their strengths, improving communication, and learning from their collective experiences. Skipping the learning phase? Big mistake. Without it, you risk a lot! - Communication breakdowns - Unclear roles - Resistance to change - Lack of trust - .... (sounds familiar??) Team learning is not just about knowledge transfer—it's about learning HOW to collaborate, leveraging each other’s strengths, and continuously improving through feedback loops. It’s the FOUNDATION upon which high performance is built. If you want your team to succeed, invest in shared learning experiences. It's not just the key to performance—it’s the GLUE that holds everything together.  Learn from both successes and mistakes: that is key to long-term success.

"Avoiding conflicts, creates conflict” Crisis or when there's no clarity, roles, accountability etc... brings stress, and stress can lead to conflict. Conflict can destroy teams which haven’t spent time dealing with it. Teams that thrive in tough times are those that can quickly and constructively resolve conflicts before they escalate. Effective conflict resolution fosters collaboration and keeps the team focused on shared goals, rather than getting bogged down in disputes.  It’s about finding solutions, not assigning blame, and ensuring that disagreements don’t derail progress. In moments of high pressure, a team’s ability to handle conflict with respect and openness can make or break its success. The quicker conflicts are resolved, the faster the team can move forward. Reflective Question: are you using these sentences? If yes, DON'T! -"Let’s compromise"  -"Don’t take it personally" (read essential nr 5!) - "Be respectful" (artificial harmony is disrespectful)

Look at the avoidance we see nowadays! "It’s not the load that breaks you down, it’s the way you carry it." In teams and even more in a crisis, clarity of roles is crucial. When every team member knows exactly what their responsibilities are, it eliminates confusion and streamlines efforts.  When we avoid clear roles in the end will come to the conclusion we have a meeting culture or an email culture.. why? Because when there are no clear roles, who do we need to invite in the meeting, who will feel responsible or who will lead all the actions? So then we tend to invite everyone, at least hopefully someone will step up and do the job. Same with emails. If no one has a clear role or responsibility, we better copy in everyone, at least someone will hopefully answer your question! Also, a great tip if you have lots of meetings.. even though you want team spirit to prevail, you might want to avoid the word "WE" definitely when you discuss actions and decisions, as there you need a definite "I" and "You", so everybody knows the role to play when you finish and walk out the door. Clear roles allow the team to work in sync, preventing duplication of work and missed opportunities. It ensures that tasks are completed efficiently and that everyone is pulling in the same direction.  Without role clarity, chaos can take over as team members stumble over each other’s work. Clear roles provide structure and focus, keeping the team aligned even in the most challenging situations. No Role = No Responsibility = No Accountability Reflective Question: Does your team have a clear understanding of their individual roles, especially when navigating a crisis?

"The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year."  In times of difficulties or crisis, problems arise fast and often. Teams that excel at problem-solving don’t just react—they approach challenges with creativity and collaboration. Ever heard of the Cynefin framework? Does your team get stuck in one of the following: -         Delayed decision-making -         Inefficient use of expertise -         Misalignment and confusion -         Paralysis in uncertainty -         One-size-fits-all thinking There is a  huge value of situational awareness in executive decision-making moments as a team. Simple, complicated, complex, and chaotic contexts each call for different managerial responses.  By working together to identify & assess issues, brainstorm the correct approach and thus the correct solutions, they act swiftly. Teams that challenge their problem solving approach turn problems into opportunities for growth.  Don’t know how and in need of deepening your knowledge on effective problem-solving skills? Give me a call.

"Don't take things personally; what others say and do is a reflection of their own reality, not yours." In a team environment, it's crucial to stop taking things personally, especially during times of crisis when emotions run high and decisions need to be made quickly.  When team members personalize and internalize feedback or decisions, they risk losing focus on the bigger picture and can unintentionally disrupt the collective effort. Caught up in stories that only the mind has invented. In moments of high stress, it's rarely about the individual—pressures force actions that are about urgency, survival or progress, not personal attacks. If you take things personally, you create unnecessary conflict, draining energy that should be used for solving problems.  This can: - damage relationships in the team - erode trust in the team and its position - hinder the team's ability to work together effectively On the flip side, when you let go of personal ego, you contribute to a more resilient, solution-oriented team that thrives even in tough times!!