Strukturion of Future Thinking
Spreadsheets open. Goals aligned. Timelines approved.
You’re planning Q2, and it looks tight but achievable.
You’ve optimized resources. Clarified deliverables. Anticipated risks.
It feels strategic.
But here’s the Rethinking question:
Are you planning… or just prolonging the present?
Continue reading “Rethinking: You’re Planning the Quarter — But Are You Designing the Future?”
In a world where speed is worshipped and action is mistaken for clarity, strategic thinking has become a forgotten discipline. Leaders are praised for decisiveness, admired for their hustle, and promoted for their ability to get things done. But underneath the frantic execution lies a dangerous truth: many leaders no longer think. They react, they improvise, they manage—but they rarely reflect, analyze, and advance in the way that true strategy demands.
Welcome to the crisis of thinking leadership.
Continue reading “Rethinking: Strategic Thinking as a Leadership Discipline”
Tabellen geöffnet. Ziele abgestimmt. Zeitpläne genehmigt.
Du planst das dritte Quartal – es wirkt ambitioniert, aber machbar.
Ressourcen optimiert. Ergebnisse definiert. Risiken antizipiert.
Es fühlt sich strategisch an.
Doch hier ist die Rethinking-Frage:
Planst du wirklich – oder verlängerst du nur die Gegenwart?
Continue reading “Rethinking: Du planst das Quartal – aber gestaltest du auch die Zukunft?”
This rethinking essay debunks the common belief that leaders are overwhelmed because they have too much to do. In truth, overwhelm is a product of fragmented thinking—not workload. Learn how Rethinking helps you build mental clarity and true leadership power.
No phrase is more frequently uttered by leaders than this one: “I’m completely overwhelmed.” It sounds like an honest confession. It feels like an emotional truth. And in many cases, it’s even praised—because what kind of leader wouldn’t be overwhelmed by everything they’re responsible for?
Continue reading “Rethinking: The Myth of the Overwhelmed Leader”
Warum Führungskräfte narzisstische Berater meiden sollten – und wie man sie erkennt
In einer Welt, in der Selbstinszenierung zum Standard geworden ist, verschwimmen die Grenzen zwischen Professionalität und Persönlichkeitsvermarktung. Besonders deutlich zeigt sich das bei Coaches und Beratern, die in sozialen Medien omnipräsent sind – mit Selfies am Strand, emotional aufgeladenen Posts über persönliche Krisen oder inszenierten Erfolgsmomenten. Was auf den ersten Blick wie cleveres Personal Branding erscheint, kann auf den zweiten Blick ein ernstes Warnsignal sein: Narzissmus. Und für Führungskräfte, die genau solche Berater engagieren, kann das fatale Folgen haben – für die Qualität der Beratung, das eigene Team und die Umsetzung der Ergebnisse.
Continue reading “Rethinking: Wenn dein Coach oder Berater sich wichtiger nimmt als deine Lösung”
This Rethinking Impulse reveals why leadership without deep mental shifts is outdated, harmful, and economically risky – and why rethinking is the new cornerstone of future-ready leadership.
“I thought you were handling that.”
A sentence that sounds innocent—and yet exposes a silent crisis in leadership.
Continue reading “The Rethinking Leader: Delegation Without Accountability Isn’t Leadership”
You don’t need better frameworks. You need a new mind in your old head.
You know the scene: the team gathers for the Monday meeting. You begin with a familiar refrain — “We need to work more efficiently.” Deadlines are tight. Resources stretched. “Let’s prioritise better, make decisions faster, and communicate more clearly.” Heads nod. Notes are taken. And yet—nothing changes. Instead of accelerating, your team spins in well-worn circles.
And — if you’re honest — so do you.
Continue reading “Preaching Efficiency. Practising Inefficiency”
„Control kills creativity – trust fuels transformation.“
Persistent misconceptions about the true nature of leadership continue to prevail. Many superiors still hold the belief that their primary role is to issue directives and ensure that employees “function” efficiently. They are convinced that strict hierarchies, close supervision and disciplinary measures are sufficient to forge a high-performing team. Some even assume that motivation can be engineered solely through financial incentives – or, conversely, that employees will automatically rise to excellence if granted enough freedom.
Continue reading “Rethinking: Why Leadership Without a Fundamental Reappraisal Is Doomed to Fail”
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