Marc Chmielewski

#favouritemodel No.11 - Virtual Leadership

Virtual, remote, leading at a distance - no matter what you call it, it is always about leadership, leadership as a function and a shared mental…

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Franziska Müller

Why organisations need to strengthen their crisis awareness

Crisis. A frequently used term, not only since the beginning of last year, when the Covid-19 virus confronted us as people and, at the same time,…

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Susanne Stock

#favouritemodel No. 9 - Focus Model

My #favouritemodel deals with the degree of conscious attention we pay to our everyday activities. This personal focus determines what we do and how…

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Andrea Böckle

#favouritemodel No.8 - Individual Construction of Reality

At any given moment, each of us receives a total of about 11 million bits of information through our five senses - hearing, seeing, feeling, smelling,…

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Karen Krogel

#favouritemodel No. 7 - Motivation

How can I improve the motivation of my staff? I am asked this question very often in my work with leaders.

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Susanne Stock

#favouritemodel No. 6 - How trust is built

My #favouritemodel is the tree metaphor by Stephen M.R. Covey. This symbolism makes the topic of "trust" tangible and thus facilitates access to this…

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“The winner is: The virtual House of Change”

Change is experienced differently by everyone. This is especially true for the experience of change in organisations. What the individual feels and…

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Juliane Wiktorin

#favouritemodel No. 4 - Helicopter Perspective

Symbolically, it is a change of perspective in order to look at one's own behaviour from a far and with the distance gained to reflect on it.

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Flora Luginsland

#favouritemodel No. 5 - Design thinking uses iterative, rapid feedback to produce human centric solutions

Design Thinking is considered an agile methodology yet also a mindset which follows a human-centered school of thought.

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Katrin Aust

#favouritemodel No. 3 - Don't assume

"Making assumptions" is one of the major stumbling blocks in communication and therefore also in the leader's relationship with their staff and…

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Franziska Müller

#favouritemodel No 2 - Differentiation between principles and rules

"The conscious differentiation of rules and principles is especially helpful in personal cooperation and supports the building of trust." One of my…

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Marc Chmielewski

#favouritemodel No. 1 - "Leadership means creating a framework in which others can perform"

This fundamental understanding of leadership not only clarifies my systemic perspective when working with leaders, but also proves to be a very…

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Susanne Stock

Emotions need to be kept under wraps

Feelings have no place in business life: we need to look for solutions in a very rational way. Feelings just get in the way and take up too much time…

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Marc Chmielewski

Of Machines and Footballers

Both the content and delivery of our leadership training are consciously based on a systemic understanding of leadership and management.

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Susanne Stock

Mindfulness: Esoteric nonsense or leadership approach of the future?

The topic of ‘mindfulness’ is one of the major trending topics that is being discussed among executives. It is accompanied by wide-ranging promises:…

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Carolin Peinecke

Turning ‘victims’ into co-creators

The House of Change is considered one of the most commonly used models to describe patterns of response and emotions. But is it really the case that…

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Marc Chmielewski

Moving mountains with credibility and a culture of open feedback

It is important to us to empower leaders in transformation projects so that they themselves become their best ambassador, their most credible role…

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Marc Chmielewski

Why complexity rules

Complexity rules our world. That is the core of our brand message. Why did we choose this and what does it say about Movendo and our work?

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Carolin Peinecke

Of tolerance and bridges

New Work brings so many great ideas along with it! However, many people are sceptical about this. Rightly so.

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Juliane Wiktorin

How mixed teams can work together

We want to build bridges in our projects so that everyone can share in the success of a project - bridges between people from different cultures and…

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Carolin Peinecke

Digital Leadership – is everything different?

The future is digital. So leadership is digital, right? But what is really the difference that makes the difference? And do we all have to become…

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Carolin Peinecke

When leaders embark on a journey together

Again and again we receive inquiries about Digital Leadership, Leadership 4.0 and Co. Our answer is our Leadership Odyssey. And that really helps our…

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Marc Chmielewski

Towards a stronger sense of ‘us’ with clear principles

Consistency and clarity is an important topic in our transformation projects. This client story shows why this is not in conflict with a sense of…

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Carolin Peinecke

The Movendo Principles or why we don’t need rules

As we grew bigger and bigger, we wondered if we needed another level of leadership and how we would handle it all. How do we as founders and owners…

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Carolin Peinecke

Trust – how far do we really want to go?

Trust has always been an essential foundation of cooperation for us. See for yourself how we have consistently anchored this foundation in our…

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Carolin Peinecke

Get rid of the bonuses!

How we finally got rid of old learned patterns of remuneration and were once again allowed to notice for ourselves how difficult it is to question…

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Marc Chmielewski

Everyone is talking about Agility, Industry 4.0 and New Work. What does ‘Movendo’s always worked like that’ mean?

Even if Harry Gatterer rightly points out in his very inspiring work ‘Future Room’ that “one cause of the inflationary use of trend words (…) is the…

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Carolin Peinecke

The Adventure of Cultural Integration

A traditional German-based company acquires an American competitor. Many business synergies are identified by very smart and experienced consultants…

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Carolin Peinecke

Welcome to Movendo – our Speed Dating

As the business grows, it needs new characters, more brains and more perspectives. So we are also faced with the question of how we can acquire new…

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Marc Chmielewski

When the customer says ‘yes’ and still doesn’t place an order

Successful sales development works holistically with the sales organisation.

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Marc Chmielewski

Leading leaders means actively shaping the leadership culture

Whether it is a question of attracting talent or integrating acquired companies, the question of what culture is experienced in a company has now…

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Carolin Peinecke

Organisational Development – setting the course for a new era

Companies can sometimes start veering between extremes – because they are growing. They suddenly become an attractive potential portfolio addition…

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Carolin Peinecke

Feedback – just do it!

Recently a participant in a leadership development programme said this about the feedback culture in his company: “I have no idea whether my boss is…

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Carolin Peinecke

The perpetrator / victim dilemma

Leaders in middle management often find themselves in a dilemma in change processes as they are themselves affected by the change on the one hand but…

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Carolin Peinecke

Enabling Change – A multiplier concept for professionalising change leadership

The greater the complexity in change processes, the bigger the challenge for those leaders responsible for accompanying their teams through the…

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Carolin Peinecke

Personal Stocktaking for Managing Directors

Charities can only be successful in their markets nowadays if alongside their social commitment and non-profit orientation, a structure exists that…

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Marc Chmielewski

“When all I could hear was Thai …”

One part of the systemic principles that we apply consistently in all development programmes at Movendo Consulting is working with participants’ real…

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Marc Chmielewski

Leadership development - networked, international, intercultural

When mergers and acquisitions result in top national companies becoming global players within their industry, successful cooperation at an…

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Carolin Peinecke

Burnout

Be it as a headline in Focus, Spiegel or Stern or in talk shows on all channels – burnout is a subject that touches us all.

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