Marc Chmielewski

#favouritemodels No. 30 - Leading leaders

When a leader's own employees themselves have leadership responsibility for teams or parts of the organization, the leadership role is expanded by…

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#favouritemodels No. 29 - Virtual Collaboration

The fact that trust and the quality of relationships have a decisive influence on teamwork is something that most people have probably known for a…

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#favouritemodels No. 28 - WRAP - Four hurdles of good decision-making and how you can overcome them.

Decisions are always made under uncertainty. Especially in today's complexity, no one fully sees through how things are interrelated, and it is hardly…

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#favouritemodel No. 27 - The GRIP model

"Manage the fishtank - not the fish" (quoted from William Tate, Institute for Systemic Leadership). To be honest, this quote is a #favouritemodel in…

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Susanne Stock

#favouritemodels No. 26 - A systemic perspective on conflicts

How can my colleague behave so inappropriately? He's upsetting the whole team!

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Marc Chmielewski

#favouritemodel No. 25 - Designing culture in a deliberate way

Culture emerges from the sum of repetitive behaviors in a particular context. With this understanding, we are not defenseless in the face of our…

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Karen Krogel

#favouritemodel No. 24 - Dealing with complex tasks

When was the last time when you answered a co-worker who came to you with a problem, "Well, I understand your problem 100% and I can tell you: if you…

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Katrin Aust

#favouritemodel No. 23 - Feedback

If you ask employees what they miss most in their day-to-day work, the answer you will hear is: honest feedback.

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Marc Chmielewski

#favouritemodel No. 22 - Observation of the 2nd order

A key assumption of systemic theories is that each person as an individual observer of his or her environment, from WHAT she or he perceives with the…

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Marc Chmielewski

#favouritemodel No.21 - House of Change - Farsightedness

Not only because the roof was never used in the image of the House of Change, but based on our experience in supporting many transformation processes,…

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Juliane Wiktorin

#favouritemodels No.20 - House of Change - Renewal

Finally, having gone through the "Room of Confusion", people emotionally reach the "Room of Renewal".

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Susanne Stock

#favouritemodel No.19 - House of Change - Confusion

When people move on in their emotional change process from the "room of denial" to the "room of confusion," this does not mean that they fully accept…

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Katrin Aust

#favouritemodel No.18 - House of Change - Denial

When I find myself in the "room of contentment" and hear about an upcoming change for the first time, it is usually a short way into the next room,…

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Juliane Wiktorin

#favouritemodel No.17 - House of Change - Contentment

The "House of Change" is one of our #favouritemodels that we use to accompany change processes and support leaders in creating a framework for action…

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Marc Chmielewski

#favouritemodel No.16 - Levels of leadership action

Anyone who examines the nature of leadership will inevitably encounter the thought: When and through which activities do I create value in the team…

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Mark Wagner

#favouritemodels No. 15 - Questioning techniques

Questions basically start a dialogue and open the door to the person we are talking to. If two people talk to each other without asking each other…

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Susanne Stock

#favouritemodels No. 14 - Active Listening

Do you hear me? This is probably one of the most frequently spoken phrases at the beginning of virtual meetings at the moment. The person I'm talking…

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Susanne Stock

#favouritemodel No.13 - Growth Mindset

How do people deal with setbacks? What causes some to continue seemingly unfazed afterwards, while others lose the courage to carry on?

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Karen Krogel

#favouritemodel No.12 - Considering Context

Just between us: Would you cross the street when the traffic light is red.? After an indignant "of course not!" you might say, "It depends..."

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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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Wiebke Witt

#favouritemodel No.10 - Facilitation - Only flying is more fun!

In German "Facilitation" means "making things easier". It also describes a particular form of facilitation of human gatherings in which we invite,…

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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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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

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

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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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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