Import Review

Designing Your Life
More than half the time, when the
approach we're recommending results in
an offer, they initiate it. You don't have to.
If they don't start it for you, you can ask
one question that will convert the conver-
sation from getting their story to pursuing
a job.
"The more I learn about XYZ Environ-
mental and the more people I meet here,
the more fascinating it becomes. I wonder,
Allen, what steps would be involved in
explo
ht
become a pure ur no urguncuuun
That's it. As soon as you ask, "What
steps would be involved in exploring how
someone like me might become a part of
this organization?" Allen knows it's time to
shift gears and start thinking critically
about you as a candidate. It means he'll
start using his judging brain, but that's
okay. It's gotta happen sometime, so
when the time is right-go for it.
Note that you don't say, "Wow-this
place is great! Do you have any open-
302

Hiring Managers Rank Purpose Low in Importance for
Determining New-Hire Success
How important or not important are the following factors in determining
whether a new hire will be successful?
% Very important
Communication skills
77
Desire to learn and grow
66
Fit with company culture
55
Passion for the organization's mission and purpose
30
A strong sense of personal purpose
30
Ambition to advance at the company
26
Level of education or training
25
Years of experience
25
Data based on U.S. leaders and managers with hiring influence
Gallup and Stand Together, The Power of Purpose study
Aug. 18-25, 2025
GALLUP

23:18
13
...
Navigating Change: Frameworks For Leaders
McKinsey 7-S Framework
Ine mckinsey Des Framework wu minates the seven essental clements that
must be aligned for change to be effective. Assess the current state.
identify any misalignment, and work through alignment.
What should we do to
solve this specific
problem?
What structure do we need to
implement the strategy?
Structure
Strategy
Systems
What business
systems do we
need to use or
invent?
What skills
do we need
to develop
Shared
Values
Why do we do
what we do?
goals?
Skills
Style
Staff
How should we assist
managers in their growth?
What leadership styles or
culture will help us achieve
our 800154
Satir Change Model
The Satir model details the process of change through five stages while
focusing on the emotional and psychological transitions individuals
experience during change.
Pro Tip: Solidifying the New Status Quo by reinforcing positive outcomes
and new behaviors. Try a reward system for integrating change.
5 New Status
1 Late Satus Quo
4 Integration
Performance
2 Resistance
3 Chaos
1A Change
Happens
3A Transformation
Idea
Time
Kotter's 8-Step Model
Kotter's model provides a step-by-step approach to managing change.
from creating a sense of urgency to anchoring changes in the corporate
Implementing &
Sustaining for
Change
Make it Stick
Engaging &
Enabling, the
Organization
Build on the Change
Create Quick Wins
Empower Action
Creating the
Change
Communicate the Vision
Create a Vision for Change
Form a Powerful Coalition
Create Urgency
Bridges' Transition Model
Bridges model focuses on the emotional and psychological transitions
individuals experience during change.
Pro Tip: Leaders should support their teams through each transition
phase, recognizing the emotional impacts and providing guidance and
support
Endings
Transition Zone
New Beginnings
oductivity During Transition
Angry
Fearfull
Sad
Excited
Happy
Confused
Depressed
Numb
- Time-
Want the High Res PDF Version? Subscribe to GrowthHive & follow.
GrowthHive
@ajsilber
72
CTO
JOURNAL
The CTO Journal
41.895 Follower:innen
Navigating Change Successfully: Proven Frameworks
for Leaders
... mehr

McKinsey & Company
19 Std. • G
Al is moving fast, and while employees are ready,
6 Al workplace insights leaders need to know.pdf
... mehr
percent
One percent of companies
believe their investments
have reached maturity; 47%
believe their investments are
still in pilot stage even though
nearly 70% started investing
a year or more ago.
6/7
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16:42
6
Hitoshi Takeda - The
synchronized Production System
01 The 6 Ss
02 Levelling and Smoothing Production
03 One-Piece (Set) Flow
04 Flow Production
05 Reducing Batch Sizes
06 Addresses and Storage Space
07 Production in Takt Time
08 Quantity Management
09 Standardized Work
10 Quality
11 Machinery
12 Kanban???????
13 Interrelation and systematics of the individual Steps
Hitoshi Takeda
The
Synchronized
Production
System
Going Beyond Just-in-Time Through Kaizen
15
Dirk Fischer in
COO at Huf Group | Transforming organizations tow...
Hitosho Takeda's book influenced me very ... mehr

national campaign to study former President Jiang
Zemin's Three Represents theory for modernizing
the Party-a task considered part of Hu's preparation
to become CPC general secretary.
As the leading member of the Secretariat, which
manages Party operations, Xi Jinping is responsible
for Party affairs; Li Yuanchao, likewise a member of
the Secretariat, also focuses on the Party system.
ho
"Do not be satisfied with the status quo." "Do not
follow the beaten path." "Guard against formalism
and mere process." "Achieve real results while avoid-
ing superficial work." "Be innovative not conserva-
tive." These admonitions were sometimes attributed
to both Xi and Li-even though they were not speak-
ing together.' Topics covered in their various
speeches included advice on morality and ethics,
self-cultivation, multifaceted learning to improve
capabilities; ensuring that work is based on reality
and rejecting superficial activities; perseverance so
as to "do well from start to finish"; and creating new
ways of competitive advantage and economic
growth.
China's leaders have always stressed the need for
upgrading Party officials. Xi Jinping calls cadres edu-
cation and training a fundamental, strategic endeav-
or. He sets requirements for cadres to emancipate
the mind and focus on reform and innovation;
enhance scientific, democratic, and legal gover-
nance; serve as role models of high ethics and

LATIN AMERICA
(BR, MX, AR, CO)
MENA
(AE, SA, EG, MA)
SOUTH ASIA
(IN, PK, BD, LK)
EAST ASIA
(JP, CN, SG, HK)
EAST EUROPE
(PL, UA, BY, CZ)
LATIN EUROPE
(FR, IT, ES, PT)
GERMANIC EUROPE
(DE, NL, SE, NO)
WESTERN
(US, UK, AUS, CA)
By Natan Mohart
*
HOW TO MANAGE
MULTICULTURAL TEAMS
BASED ON AGGREGATED GLOBE CULTURAL CLUSTERS, SIMPLIFIED TO 8 MACRO-REGIONS FOR MANAGERIAL PRACTICE.
VALUE
Freedom, personal
ownership, visible
impact
Structure, reliability,
clear processes
Recognition,
influence, being
heard
Fairness, proven
expertise, clear
leadership
Harmony, mutual
respect, group
success
Mentorship, clarity,
career
development
Loyalty, clear
authority, personal
trust
Warmth, belonging,
close relationships
COMMUNICATION
Say it straight,
openly
Calm, precise,
logical
Formal yet
debate-friendly
Clear, careful,
formal
Indirect,
context-rich,
non-confrontational
Polite, relational,
warm
Formal,
relationship-driven
Expressive, flexible,
emotionally open
FEEDBACK
Frequent and clear,
preferably l-on-1
Factual and
neutral, focused on
improvement
Honest with
diplomacy, ideally
in context
Private and
solution-oriented,
with actionable
steps
Subtle and private,
often via trusted
channels
Gentle and private,
with guidance for
growth
Through trusted
figures, discreet
and respectful
Positive and
personal, ideally
face-to-face
MOTIVATORS
Growth,
responsibility,
recognition for
results
Quality, mastery,
trust in
competence
Status, meaningful
work, public
appreciation
Stability, respect,
long-term trust
Belonging,
reliability, team
recognition
Career path, title,
visible recognition
Respect, stability,
access to
decision-makers
Team spirit,
appreciation,
shared success
SUPPORT
Give autonomy, set
clear outcomes,
remove blockers
Align on process,
respect structure,
deliver on promises
Include in
discussions,
acknowledge
expertise, show
respect
Be fair, provide
clear rules and
direction, keep
consistency
Maintain harmony,
give private
guidance, avoid
public critique
Offer mentorship,
recognize
contributions,
guide actively
Build personal trust
before pushing
tasks, respect
hierarchy
Engage personally,
show consistent
care, keep
promises

Strategic Influence &
Perception Balance CheatSheet
Track A - Push Upward
(Carolyn, SVP, ELT)
Goal: Be seen as shaping
company direction, not just
running projects
+T
Frame Insights as
options, not orders
"Here are 2-3 scenaries
leadership could consider
for next year's CapEx
Tie everything to
business value
› EBITDA impact,
resilience,
regulatory license--to-
operate, growth
Deliver VP-redy artifacts
› 1-pagers, 5W1H
summaries
scenario maps
Language to use:
yy This is an input
to help
shape direction."
gy Here's what I see as
potential strategic p plays."
y, Which angle do you see as
most aligned with our
growth bets?"
Track B - Shield Downward
(Site Directors, Christian,
Goal: Protect relationships
and avoid perception
of overeach
Always anchor to sponsor
› Christian asked me
to consolidate..."
it
Offer tools, not instructions
› Here's a framework you
can adapt for local
planning."
Do the heavy lifting
› I can draft from available
data- you just
confirm/adjust."
Soften deadlines
› "If possible, couldyou
share input by Thureday
so I can finalize on time?"
Language to use:
"Supporting your site's
planning..."
"This will help us build a
complete package for leder ship."
"Your perspective ensures
local priorities are visible."
Balance Point - The Formula
c Tip: Before sending an small or framework, run a 6-second 1 rest—"Itwerswere
the recipient, does this sound like a directive or a support?"

22:49 A
48
<
24. November
23:13
Designing Your Life
exactly the way it is written in the Internet
posting. If you don't have that skill, find a
way to describe your skill set that uses the
same words that will be found in a key-
word search.
Tip 3: Focus your résumé on the job as
described. Even if the job description isn't
very accurate, this will increase the chance
that your résumé will show up in a search.
Then focus on the skills that you can offer
the company, using their words as often
as possible. Focus on what you can do for
them, not on why this job works for you.
Do not appear to be a generalist or a
multidisciplinary person on your résumé
or in the first interview. Just focus on
answering their needs. Once you have
reassured them that you have the skills
required, you can move on to impress
them with your depth. That's how you
"stand out."
Tip 4: Always bring a fresh, nicely printed
copy of your résumé to an interview. This
will probably be the first time anyone will
285

Eighteen potential arenas of
the future are emerging
Semicon-
ductors
The foundation
Al software
and services
Cloud
services
Digitization
E-commerce
Streaming
video
Electrification
Electric
vehicles
Digital
advertisements
Cybersecurity
Batteries
New bio-frontiers
Industrial and
consumer
biotech
Drugs for
obesity and
related
conditions
Hard tech
Shared
autonomous
vehicles
Future
air mobility
Space
Modular
construction
Video games
Nuclear
fission
Robotics
Source: McKinsey Global Institute analysis
McKinsey
Global Institute

linkedin.com
Start
Ihr Netzwerk
Jobs
NachrichtenMitteilungen
vaul about Manufacturina
What Taiichi Ohno can teach
you about Manufacturing
(That Business Schools Can't)
Sie +
Go See for Yourself
Principle: Genchi Genbutsu
Quote:
Data is of course important, but I
place the greatest emphasis on
facts.'
Lesson:
Don't trust reports from the
conference room. Go to the
Gemba. See it with your own
eyes. The truth lives where the
work happens.
Eliminate Waste
Ruthlessly
Principle: Muda Elimination
Quote:
*Costs do not exist to be
calculated. Costs exist to be
reduced."
Lesson: Don't measure waste. Eliminate
It. If it doesn't add value for the
customer, remove it. Every
motion, every wait, every defect
is a target.
Stop the Line
Principle: Jidoka
Quote:
*The Toyota style Is not to create
results by working hard. It is o
system that says there is no limit to
people's creativity?"
Lesson: Quality over speed. Always.
Stopping for a problem isn't fallure.
It's preventing bigger fallures
downstream.
Respect for People
Principle: Core TPS Pillar
Quote:
Standard's should not be forced
down from above but set by the
workers themselves.
Lesson:
The people doing the work
know it best. Your job as a
leader isn't to dictate. It's to
listen, support, and remove
obstaces.
Progress Over
Perfection
Principle:
Kaizen Mindset
Quote:
"If you're going to do koizen
continuously, you've got to assume
that things are a mess."
Lesson:
Start messy. Improve daily.
Waiting for perfect means
waiting forever. Small changes
today beat big plans for next
quarter.
Think in Systems
Principle: Holistic View
Quote: "We are doomed to foilure without a
daily destruction of our vorious
preconceptions.
Lesson: Question your beliefs dally,
Fix the system, not just the
parts.
Ask Why 5 Times
Principle: Root Cause Thinking
Quote:
Hoving no problems is the biggest
problem of all."
Lesson: Surface-level thinking creates
surface-level solutions. Keep asking
why until you find the system
failure. Problems are gifts. They
show you where to improve.
Make Problems
Visible
Principle: Visual Management
Quote:
"Where there is no standard,
there con be no kaizen."
Lesson:
You can't improve what you can't
see. Make abnormalities obvious.
When everyone sees the
problem, everyone owns the
solution.
Simplicity Wins
Principle: Lean Thinking
Quote: The more inventory o company
has, the less likely they will hove
what they need."
Lesson: Simplicity reveals waste. If you
can't explain it simply, it won't be
done right. Remove until nothing's
left to remove.
$
4
%
5
=
7
8
9

17:41
56
+
SPICKZETTEL
So führen die besten
Führungskräfte 1:1 Meetings
Agenda
8 Fragen
Check-in
für Verbindung & Entwicklung
Follow-up vom
letzten Mal
Was beschäftigt dich gerade am
meisten?
Fortschritte &
Blockaden
Feedback (beidseitig)
Wo brauchst du von mir mehr oder
weniger Unterstützung?
Entwicklung & Ziele
Offene Themen &
Abschluss
Red Flags für
psychologische
Sicherheit
Ausreden, anstelle der
echten Probleme
Stille, kurze Antworten
Kein Wunsch nach
Weiterentwicklung
Kein Feedback an die
Führungskraft
Persönliches hat keinen
Platz
Nur Abarbeiten, kein
Lernen
?
?
(?)
?
?
Was soll sich verändern, damit du dich
sicherer fühlst?
Was lief gut - was war
herausfordernd?
Welche Entscheidung würdest du
treffen, wenn du Chef:in wärst?
Wo hast du dich in letzter Zeit
geärgert?
Was würdest du jemand Neuem über
unser Team sagen?
Was brauchst du, um dich
weiterzuentwickeln?
Fixe Frequenz -
Verschiebungen
nur im Notfall
Mit offener
Frage starten
Notizen teilen
FOLLOW DENISE FICHTER
Alle Spickzettel zum Download & jede Woche
Best Practices
Präsenz zeigen
kein
Multitasking
Mitarbeitende
reden mehr als
Führungskraft
Abschluss-
frage: „Was
nimmst du
mit?"
Todos gemeinsam
dokumentieren
FINAL
HUMAN LEADERSHIP & KI
neue dazu. → Im Human Shift Newslett
92
Denise Fichter O
Folgen
Blending Al, empathy and future skills to develop ne...
Die meisten 1:1 werden falsch genutzt!
21
... mehr

15:24 A
If this, then that
Trigger
Action
11 " If, Then"
Algorithms
for Self-Care
" youve
then avoid
pursuing a goal....
telling people.
It veleases cheap dopamine and tricks
your brain into thinking you've already
achieved it (lowering motivation).
Move in silence.
2 If you're
unhappy..
then start
with brain heath.
Sleep, huarate, exercise, eat well,
rebalance vour dopawive with lessscreen
time. Society labels many issues as
mental health that're actually brain
health. (Source: Dr. Daniel Amen)
3 If you experience a
then write
beantiful life moment..
it down.
" I nonre comparing
then stop
yourself to others...
Trust we: they have their own
issues you'd never want.
Only compare yourself to your former self.
If they steal
then run away
your energy...
from them fast.
And if they're prone to conflict, then ditto.
& nou see leaves
then take a
swaying in the oreere... moment to be
present.
The nature of reality is 100x more
beautiful than any virtnal veality.
a If you feel overwuneimed then turn
by mainstream media...
Best tacos ever. Fresentation you
it off.
crushed. Ponfire with Triends.
You're allowed to NOT have your
Save the wemory and, one day, the
attention monetized.
memory way save you.
10 lf youve recently
It von tiwa vourself
then stop.
then now's the
been destroyed by
regretting past decisions...
best time to
something...
change your life.
You made the best choice at the time,
Focus on your values and daily habits
with the knowledge you had.
Be at peace with it.
To build vourse back stronger.
You get to write how the story ends.
It youre stuck
then ask
I If you're
hen try goinc
in a mental loop...
yourself:
feeling rushed...
185%
"Is this useful?"
"Slow is smooth. Swooth is fast." Car!
"Will I care about this in l year?"
Lewis, 9- time Olumpic Gold medalist, ran
his fastest at 85% anyway
Find this valuable? Follow me for more. Ben Meer
CTO
JOURNAL
The CTO Journal
43.058 Follower:innen
Upgrade Your Life with If-Then Algorithms
... mehr

20:18
!!! <
32
...
10 Regeln für wirksame Meetings -
modern, effizient und mit KI-Unterstützung
NEXT-LEVEL
ADMINISTRATION
Klare Zielsetzung -
schon vor dem Termin
Worum geht's? Was soll am
Ende entschieden, geklärt oder
angestoßen sein?
Wer kein Ziel definieren kann,
sollte keinen Termin ansetzen.
Struktur & Agenda
vorab teilen
Keine Überraschungen. Alle
wissen, was kommt - und
können sich vorbereiten.
Moderne Tools (Notion, Miro,
etc.) helfen, die Agenda visuell
und kollaborativ zu gestalten.
Nur die, die wirklich
gebraucht werden
Wer keine aktive Rolle hat
(Entscheider in, Inputgeber:in),
muss nicht dabei sein.
Lieber kleiner, schneller,
wirkungsvoller.
Kl zur Ideenfindung &
Impulsgebung nutzen
Ob Brainstorming, SWOT-
Analyse oder Lösungs-optionen:
Eine gute Ki liefert in
Sekundenschnelle Denkanstöße.
Das bringt Tempo und Tiefe.
Kl als Protokoll- und
Aufgabenhelfer
Ki-Tools erstellen automatisch
Protokolle, To-dos &
Zusammenfassungen.
Vorarbeit statt Vorträge
Informationen werden vorher verteilt
- im Meeting wird diskutiert,
entschieden, priorisiert.
So kann sich jeder auf den Inhalt Kl kann helfen, Inhalte aus E-Mails
konzentrieren - nicht aufs
oder Dokus in 1-Minuten-
Mitschreiben.
Zusammenfassungen zu
verwandeln.
Entscheidungen
festhalten - sichtbar
und nachvollziehbar
Was wurde beschlossen? Wer
macht was bis wann?
Tools wie Asana, Trello oder KI-
generierte Tasklisten helfen
beim Nachhalten.
Timeboxing: Jede
Diskussion hat ein
Zeitlimit
Diskussionen laufen nicht
endlos. Ein Timer hilft.
Nachverfolgung ist
Pflicht
Das Meeting endet nicht mit
dem „Danke für eure Zeit",
sondern mit klaren To-dos und
einem Follow-up-Termin.
Meeting-freie Zonen &
Alternativen stärken
Nicht alles braucht ein Meeting.
Asynchrone Kommunikation
spart Zeit und Nerven.
Finden Sie diese Übersicht hilfreich?
Folgen Sie mir für mehr Dr. Antje Hoffmann
www.next-level-administration.com
52
Dr. Antje Hoffmann
Folgen
Kanzlerin a.D. I Führung stärken • Strukturen versch...
„Wir kommen in unserem Projekt einfach nicht weiter,
wir müssen uns noch einmal
... mehr
11

Designing Your Life
does mean that, if you want to be discov-
ered, you need to describe yourself with
the same words that the company uses. It
also means that you don't want to talk
about your amazing multidisciplinary skill
set yet-it will only confuse the "fit" evalua-
tion.
Most mid-to-large-sized companies
that use the Internet to collect résumés
scan them into an HR or "talent manage-
ment" database. The hiring manager
never sees the original. Your résumé will
be "discovered" in a keyword search of
the c
d
most orten come from te jon description.
So, to increase you chance of being dis-
covered, use the same words that they
used in the first part of the job descrip-
tion.
The specific skills that are listed as
required are important, but often not a
deal maker or breaker. Remember, their
descriptions are written from the point of
view of the current job, not the future. If
282

McKinsey & Company
19 Std. • G
Al is moving fast, and while employees are ready,
6 Al workplace insights leaders need to know.pdf
... mehr
50+
percent
of employees are concerned
by potential Al inaccuracy
and cybersecurity risks.
Discover more Al insights at
mck.co/superagency
717
€ỞO 444
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1
Senden

He liked to receive suggestions from experts. He
was the first provincial leader to set up a team of
counselors."1 6
In 2002, Xi left Fujian and became Party secretary
of Zhejiang Province where he focused on resolving
tensions between rapid economic growth and sus-
tainable development. After instituting thorough
study of Zhejiang's situation, Xi concluded that the
province needed comprehensive industrial restruc-
turing. He ordered local authorities to shut down or
transition from highly polluting and energy-consum-
ing businesses. And he introduced the Double Eight
Strategy, designed to stimulate Zhejiang's economy
and attract foreign investments-and to help the
province compete for business against nearby
Shanghai and Jiangsu (Chapter 19).
These strategies built Xi Jinping's reputation as an
economic innovator and enabled Zhejiang to main-
tain rapid economic growth, while also improving
quality of life for its citizens, rural and urban. New
cultural performance troupes were established in
music and dance, new roads were built, education
enhanced. As for political reform, Xi, who speaks fre-
quently of the "rule of law," instituted a system for
public scrutiny of officials.
In meeting Xi Jinping in Hangzhou, Zhejiang's
capital, I learned that in the province with China's
highest concentration of private companies, Xi
sought harmony between business owners and
workers to ensure both economic development and
social wellbeing'' His down-to-earth approach
influenced the behavior of officials. Retired cadres in

McKinsey & Company
19 Std. • G
Al is moving fast, and while employees are ready,
6 Al workplace insights leaders need to know.pdf
... mehr
2.4x
more
likely
Leaders must own their
responsibility in driving Al
transformation. COs are
2.4 times more likely to cite
employee readiness as a
barrier to adoption than to
recognize challenges with
leadership alignment and
support.
However, employees say
they're ready.
5/7
444
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•
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MCKINSEY AT AWS RE: INVENT
Top technology trends of 2025
000
Artificial
intelligence
Application-
specific
semiconductors
Advanced
connectivity
Cloud and
edge
computing
Immersive-
reality
technologies
Digital
trust and
cybersecurity
Quantum
technologies
Future of
robotics
Future of
mobilty
Future
of bio-
engineering
McKinsey
& Company
C
Future
of space
technologies
Future of
energy and
sustainability

hiring manager buried under a sea of
résumés will help you know how to
design a more effective job hunt. Effec-
tiveness in getting hired involves a simple
yet important design reframe.
Dysfunctional Belief: You should focus
on your need to find a job.
Reframe: You should focus on the hir-
ing manager's need to find the right
person.
The bottom line is that there is no per-
fect job that you perfectly fit, but you can
make lots of jobs perfect enough.

Klingelton
Designing Your Life
know what types of people each of us is
most interested in (whether it's as a poten-
tial date or a potential employee)-the
ones who are most interested in us.
It goes back to curiosity-one of the
most important life design mind-sets.
Whether you are seeking your first job,
changing careers, or choosing an encore
career, you need to be genuinely curious.
That's what prototyping conversations and
prototyping experiences are all about:
being open and curious about the possi-
bilities. We call it pursuing latent wonder-
fulness. What this means is that you ask
yourself, "Is there a 20 percent chance
there's something interesting to me going
on somewhere in this organization? Is
there a 10 percent chance?" If the answer
is yes, then don't you want to find it? Of
course you do, and that desire to find it
allows you to show genuine curiosity and
a willingness to pursue the latent wonder-
fulness in an organization you may have
316

6 TOOLS TO LEAD CHANGE
Essential change leadership models to help you and your team to thrive in change
Kotter's 8 Accelerators (revised model)
The Big
Opportunity
HOW TO USE:
• Create urgency
• Build a coalition
• Form a strategic vision
• Enlist volunteers
• Enable action
• Generate quick wins
• Sustain acceleration |
• Institute change
4 Principles
• SELECT FEW + DIVERSE MANY • HEAD + HEART|
• HAVE TO + WANT TO
• LEADERSHIP + MANAGEMENT
Prosci's ADKAR Model
AWARENESS
DESIRE
K
KNOWLEDGE
ABILITY
HOW TO USE:
• Announce, explain and give
opportunity for questions
• Gauge response, enlist champions
and address concerns
• Provide training, address skill
gaps, provide resources
• Practice, monitor, set reasonable
goals and adjust as needed
• Monitor and provide feedback
R
REINFORCEMENT
3 Phases
Prepare | Manage | Sustain
Lewin's Change Model
HOW TO USE:
• Unfreeze
• Understand current state
• Obtain buy-in
• Create the vision
• Communicate and be transparent
• Change
• Information and capability
• Empower and quick wins
• Refreeze
• Reward effort and get feedback
• 1:1 training and support
Heath Brother's Switch Model
3 Beliefs
• What looks like resistence is
often a lack of clarity
• What looks like laziness is often
exhaustion
• What looks like a people problem
is often a situation problem
HOW TO USE:
• Direct the Rider
• Find bright spots
• Script critical moves
• Point to the destination
• Motivate the Elephant
• Find the feeling
• Shrink the change
• Grow your people
• Shape the Path
• Tweak the environment
• Build habits
• Rally the heard
McKinsey's 7-S Model
5 Phases
• Identify gaps
• Ideal org. design
• Create plan
• Implement
• Maintain momentum
HOW TO USE:
• Hard Elements
• Structure - accountability
• Strategy - alignment
• Systems - processes and
procedures
• Soft Elements
• Shared values - govern the org.
health
• Skill - capabilities
• Style - how we show up
• Staff - the right people
Bridge's Transition Model
HOW TO USE:
• Address staff concerns • Support and build capability
• Set KPI's for transition
• Ensure managers are trained
• Prepare the team
• Encourage learning
• Assess progress
Endings
Transition
Beginnings
Support your teams emotional journey
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19 Std. • G
Al is moving fast, and while employees are ready,
6 Al workplace insights leaders need to know.pdf
... mehr
3x
more
Employees are using Al for a
third or more of their work at
three times the rate leaders
imagine.
Over 70% of all employees
believe Al will change at least
30% of their work within the
next three years.
2/7
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23:02 M
45
Samstag
09:02
.. •
09:02 A
::! • 100
+
20 SENTENCES THAT
WILL MAXIMIZE YOUR
SPEAKING SKILLS
1. Best story wins.
2. Speak like you are talking to a friend.
3. Look the audience in the eye.
4. Confidence without cockiness.
5. Don't be boring
6. Don't inform, inspire.
7. Clarity trumps complexity.
8. Show up with an intention to give.
9. What do you want the audience to know, feel and do?
10. Blow them away with your first sentence.
11. Let your hands tell your story.
12. Pause for emphasis.
13. Kill boring slides.
14. Show, don't just tell.
15. Cut your umms and aahs.
16. Humor connects - but make sure it lands.
17. Let your passion shine through - it's contagious.
18. Focus on one idea.
19. The audience is the hero, never you or your company.
20. Be an energy-giver, not an energy-taker.
Find this valuable? Subscribe to my newsletter via the bio link
Oliver Aust
CTO
JOURNAL
The CTO Journal
43.030 Follower:innen
Enhance Intelligence and Achieve Goals
... mehr

McKinsey & Company
19 Std. • ©
Al is moving fast, and while employees are ready,
6 Al workplace insights leaders need to know.pdf
... mehr
McKinsey
& Company
BY THE NUMBERS
Al workplace insights
O leaders need to know
Our "Superagency in the Workplace" report
highlights how leaders can unleash the
power of Al for their teams
1/7
444
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36 Reposts
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"we are now encountering some
probler. How China's Leaders Think +S,
such as environmental issues,
resource sourcing and allocations,
and the demand for upgraded indus-
trial talent."
Solutions included greater innova-
tion to improve core competitiveness,
and "strengthening education and
training programs to cultivate quali-
fied talent (and also importing talent
from other places)," Xi noted. And he
stressed the need to "coordinate and
balance" various interests, in order to
build a harmonious society "in a
phase characterized by rapid eco-
nomic growth and conflicts between
interest groups."
Zhejiang's statistics, current and
forecasted, were impressive, but
more so were Xi's passion and com-
mitment. Not only did he know plans
and details, he loved discussing them.

09:03
HOW TO
LEAD
THROUGHI
CHANGE!!
STRUCTURE
FUTURE
CHANGE
CREATES
LOSS
n-
IDENTITY
THE OLD WAY
CRANSITION
SHOW THESE
CORE THINGS
DURING THIS TIME:
E YOU'RE CONCERNED
I YOU CARE
= CHOOSE WHAT CHANGE BRINGSS
DARK SIDE
/ LIGHT SIDE
lo FEAR
• GROWTH
1O UNCERTAINTY
• PROGRESS
• DOUBT
• INNOVATION
-
WILLIAM BRIDGE'S TRANSITION MODEL.
THE WAY IT WAS
O ANNOUNCE THE CHANGE
• EXPLAIN THE WHY
• SET THE TIMELINE
TRANSITION
NEW NORMAL
• GIVE CLARITY
• DOCUMENT ALL
• SE PATIENT
• CLEAR END
• SHOW YOU CARE • RETRO CHANGE
TURF
CHANGE
THE EXTERNAL EVENT.
A
RE-ORG.
A NEW LEADER,
OR NEW PROCESS.
HAPPENS QUICKLY!
PURPOSE
TRANSITION
AN INTERNAL EVENT. THE
EMOTIONAL i PSYCHOLOGICAL
SHIFT TO ADJUST TO CHANGE.
THIS TAKES TIME!
CONTROL
THE HEAD i i
THE HEART
THE NEW WAY
GIVE THESE TO YOUR TEAM
"WHY ARE WE
PURPOSE
DOING THIS?.
PICTURE
(CAST A VISION)
WHY WILL THIS
BE BETTER 2.
PLAN
-
HOW ARE WE
GONNA GET THERE?
-
PART
(THEIR ROLE)
HOw ARE
WE GONNA
MAKE THIS HAPPEN?.
KACY MAXWELL
5
CTO
JOURNAL
The CTO Journal
43.078 Follower:innen
The Bridge Transition Model
... mehr

13:24 M
67
+
...
How High Performers
Stop Saying Sorry
BUILD CONFIDENCE AT WORK
When You're
Running Late
Sorry I'm late
Thanks for your
patience
Missed A
Deadline
Sorry I missed it
l appreciate your
flexibility
Following
Up
Sorry to bug you
I'm following up on
our discussion
Asking for
Feedback
Sorry if I did this
wrong
I'd like your
feedback on this
For more like this follow
Making A
Request
X Sorry to bother you
When you have
a moment...
Can't
Attend
Sorry I can't make it
I'm committed
elsewhere
Setting
Boundaries
X Sorry, but i need....
Here's what works
for me
Receiving
Feedback
Sorry I messed up
Thanks for the
feedback
Dr. Miro Bada
For Small
Mistakes
X Sorry For The Delay
Thanks for being
patient with me.
Asking A
Question
X Sorry if this is stupid
I'd like clarity on...
During
Meetings
Sorry to interrupt
I have something
to add
Getting
Attention
Sorry for talking
so much
Thank you for
listening
Get my top 50+ cheat sheets here: PeakProtocol.co
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Doctor inspiring greatness | Follow for Career and P...
Your words create your worth
... mehr
121

MANAGEMENT CHEAT SHEET
BY ANDREW LOKENAUTH | TheFinanceNewsletter.com
Regret Minimization
Make decisions
based on what
you'll regret the
least in the future.
Think long-term.
Sunken Cost Fallacy
Makes you stick with a
bad decision because
you already invested in it
Don't keep investing time,
money, or effort into something
just because you've already
invested a lot.
Alder's Razor
Trust your
intuition and gut
feelings when
something doesn't
seem right.
If something feels
wrong, it is.
Dunning-Kruger Effect
People who know the least about a
topic overestimate their knowledge,
while experts tend to underestimate it.
Beware of overconfidence.
Parkinson's Law
Work expands to fill the time
available. If you give yourself a week
to do a day's work, it will take a week.
Set tight deadlines to avoid procrastination.
Anchoring Bias
Bias that makes us rely too
much on the first piece of
information you hear.
Always seek multiple sources.
Patton's Razor
A good plan today is better
than a perfect plan tomorrow.
Don't get paralyzed by overthinking.
Take action.
Hofstadter's Law
Things always take longer than you expect.
Give yourself extra time.
Want moro tine like thie?

20:15 M
34
...
HOW TOP LEADERS LEVERAGE
VISIBILITY FOR CAREER GROWTH
Turn Your Work Into Recognition and Promotion
P
R
E
S
E
N
E
Position
Your Value
Refine Your
Brand Story
Engage
Strategically
Speak With
Confidence
Expand
Normalize
Your Network
Consistency
Communicate
With Impact
Evaluate
and Evolve
Presence fades fast when it's not built intentionally
PIE Framework
enough the does sees
no one sees it.
PERFORMANCE
your
work
10%
Forbes' 5
ive Ways To Boost Your Visibility
And Make Your Voice Heard At Work
Visibility Venn
isibility isn't self-promotior
's career strateg)
| = Influence
30%
IMAGE
how
others
perceive
your work
60%
EXPOSURE
/ who
actually
knows
about
your
work
• Build Strategic Relationships
Develop Your Communication
Skills
Speak Up with Confidence
Utilize Various
Communication Channels
5
Be Persistent But Patient
VALUE
VOICE
What
you
bring -
How
- you
express
VISIBILITY
Where it's seen
Why Visibility
Matters
Being good isn't enough...
being noticed is.
Overlooked
Recognized
Undervalued
Rewarded
Stuck
Promoted
Invisible
Influential
Ignored
→ Trusted
Visibility Ladder
Each step is earned through consistent habits to turn good work into visible impact
REFERENCED
SOUGHT AFTER
VALUED
KNOWN
INVISIBLE
Get cited: turn your expertise into
repeatable ideas
Teach others: lessons, insights, and ideas.
Tell stories: connect your work to real results.
Share wins: let people see what you're working on.
Weekly (The 3-3-3 System)|
→ 3 conversations
(mentors, peers, leaders)
→ 3 contributions
→
(posts, comments, or shout-outs)
3 celebrations
(your wins or others)
Sustain Your Visibility
30-Day Thought Leadership Map
→ Repurpose key stories into 4 themes:
results, lessons, values, and impact.
→ Ensures consistent presence aligned
with your story.
→ Review and nurture intentionally every
quarter
Quarterly Relationship Capital
→ Categorize people as Mentors,
Sponsors, Allies, Connectors,
Advocates.
→ Review and nurture intentionally
every quarter
Stephanie Hills, Ph.D. Join Free → stephanieshills.com/careerfreedomwebclass
46
56
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Folgen
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That talking about my work meant I was
... mehr

15 AI SKILLS TO MASTER IN 2025
1. Prompt Engineering
Learn how to write precise, context
clear prompts for LLMs like ChatGPT,
Claude, and Gemini. A good prompt
leads to better outputs, whether
you're writing, coding, researching,
or generating ideas.
Grok 3
4. Al Agents
Use multiple Al agents using
frameworks like LangGraph, AutoGen,
and CrewAl. These agents can handle
tasks collaboratively-like customer
support, research, or data analysis.
LangGraph
CrewAI
AutoGen
7. Voice Al & Avatars
Create lifelike Al voices and avatars
using tools like HeyGen, ElevenLabs,
Vapi, and Synthesia. Use them for
YouTube videos, online courses,
explainer content, or virtual
influencers.
Synthesia
HeyGen
Vapi
Eleventabs
10. Saas Development
Launch small but powerful SaaS tools
by integrating APis with no-code
builders like Bubble, Softr, Lovable,
Cursor, Airtable. Validate quickly,
iterate faster, & monetize early.
13. Al Chatbots
Learn how to create Al voice and
text chatbots by using tools like
Chatsimple that help with customer
support and inbound lead generation.
Dante Al
2. Staying Updated
Stay informed with changelogs, papers,
podcasts, and newsletters like OpenAl
News and Mindstream. The field evolves
rapidly, so should your knowledge.
OpenAl News
5. Multimodal Al
Use Al models like ChatGPT-03, Gemini
2.5 Pro, Claude 3.7 Sonnet, and Grok 3 to
work with images, audio, code, and text
in a single workflow. These models go
beyond words-they understand visuals
and sound too.
ChatGPT-o3
Gemini 2.5
Sonnet
8. Al Tool Stacking
Combine the power of multiple Al
tools like ClickUp, Notion, and Zapier to
manage your digital workspace.
Notion
Hubspot
ClickUp
11. LLM Management
Evaluate LLM performance by tracking
accuracy, hallucination rates, latency,
and cost using frameworks like
PromptLayer, Trulens, or Helicone.
Promptlayer
Helicone
Trutens
14. Website Creation
Learn how to create professional and
beautiful websites for startups, small
businesses and creators with Al website
builder tools like Webflow, Gamma,
Dora, Wegic, and also learn how to build
websites using Al coding tools.
3. Retrieval-Augmented
Generation (RAG)
Connect LLMs to your private data sources
(PDFs, Notion, internal docs) using tools
like LangChain, Llamaindex, or Vectara.
This improves the accuracy and
trustworthiness of Al responses.
Long endin
6. Fine-Tuning and Al
Assistants
Use platforms like OpenAl GPT Builder
and Hugging Face to fine-tune models or
create domain-specific Al assistants.
Cohere
Hugging Foce
OpenAl GPT
Builder
9. Al Video Content
Generation
Use tools like Runway, VEED, Opus to turn
blog posts or scripts into videos. Add Al
voiceovers, edit with Al, and create
stunning content.
Runway
Veed
12. Al Content Marketing
Learn how to work with Al-powered content
marketing tools like Writesonic and Jasper
to create content with Al to rank on Google
and other LLMs.
15. Al Workflow Automation
Automate repetitive tasks in your
business or daily life using tools like Zapier,
Make.com, and n8n, no coding required.
These platforms connect apps and Al tools,
triggering actions that save time.
Bardeen

McKinsey & Company
19 Std. • ©
Al is moving fast, and while employees are ready,
6 Al workplace insights leaders need to know.pdf
... mehr
39%
Bloomers are optimistic
about Al and seeking
responsible solutions
19%
Zoomers embrace
rapid Al adoption
37%
Gloomers pragmatists
favoring top-down
regulations
4%
Doomers
fear existential risks
The workplace has both Al
optimists and pragmatists.
Organizations have a unique
opportunity to narrow the gap
and increase buy-in through
targeted engagement and
training.
3/7
444
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15:36
:!!
5G
34
...
1. THE 5-5-5 RULE
• Sean 5 faces; Hold each
gaze for 5 seconds
• Repeat every 5 minutes
• Creates authentic connection
PUBLIC SPEAKING STRATEGIES
NOT TAUGHT IN SCHOOL
2. POWER PAUSE
• Dead silence for 3 seconds
after key points
• Let your message land
3. THE 3-PART OPEN
• Hook with a question
• Share a story
• State your promise
)))
4. PALM-UP PRINCIPLE
• Open palms when speaking
= trustworthy
• Pointing fingers = confrontational
No!
5. THE 90-SECOND
RESET
• Feel nervous?
• Excuse yourself
• 90 seconds of
deep breathing
resets your nervous
system
6. THE RULE OF
THREE
• Structure key
points in threes
• Our brains love
patterns
• Information sticks
better
7. 2-MINUTE
STORY RULE
• Keep audience
engaged with stories
under 2 minutes
• Any longer, you lose
attention
8. THE LIGHTHOUSE
METHOD
• Plant "anchor
points" around
the room
• Rotate eye contact
between them
• Looks natural, feels
structured
9. THE POWER
POSITION
• Feet shoulder-width
apart
• Hands relaxed at
sides
• Projects confidence
even when nervous
10. THE CALLBACK
TECHNIQUE
• Reference earlier
points later in
your talk
• Creates a narrative
thread
• Audiences love
connections
11. THE REHEARSAL
TRUTH
• Practice the opening 3x more than the rest.
• Nail the first 30 seconds; you'll nail the talk.
Follow me
Heather Maietta for more content like this.
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75% of people fear public speaking more than death.
... mehr
100

province-level municipality reporting directly to the
central government and seen as the gateway to Chi-
na's Great West.
Shortly after moving to Chongqing, Bo encour-
aged local officials to debate on live broadcasts, a
pioneering move that encouraged government
transparency and efficiency. When Chongqing taxi
drivers struck over what they claimed to be high
license fees, Bo negotiated directly with their repre-
SE
U
OL -
er
local leaders have done in similar situations. "Ordi-
nary people are very rational and understanding,"
Bo said. "As long as you address the issue with trust
and mutual respect, there's nothing that can't be
properly solved."
All China's future senior leaders are proudly pro-
business: they are energetic and innovative and like
to make things happen. This new generation has
one striking difference with previous generations.
Previously, the majority of leaders were schooled in
science and engineering-indeed, all nine members
of the 2002-2007 Politburo Standing Committee
were trained as engineers: President Hu in water
conservation and hydropower, Premier Wen in geol-
ogy, Vice President Zeng Qinghong in automation,
etc. Former President Jiang Zemin too was an engi-
neer (electrical and power).
China's future leaders are trained largely in the
social sciences-law, economics, history and journal-
ism. When President Hu visited the U.S. in 2006, 1
wrote a commentary in BesinessWeet roting that

tude shifted from 'solely relying on govern-
ment' to 'being supported by government
and implemented by society'"
Within just a few years, Suqian's educational
level became no. 1 in north Jiangsu. Senior
high school attendance increased from 48%
to 89%. The number of students qualifying for
college increased 50%.
Ain tracenthat all hierafarma haun hann
car
vision:
"Taking people's progress as our pur-
pose," he says, "we must enhance people's
longevity, employment, entrepreneurship,
innovation, and competition." To develop
these five capacities, he says, five changes are
required: "turn the population into a work-
force, turn the workforce into manpower, turn
manpower into talent, turn talent into capital,
and turn capital into wealth-so that in the end
the wealth created will benefit the people."
Qiu He also instituted reforms in gover-
nance, pioneering Public Recommendation
and Public Election-the solicitation of public
opinion prior to the appointment or promo-
tion of officials. Candidates' names were publi-
cized, allowing any criticisms from ordinary
citizens-particularly regarding corruption-to
he investidate netore candiantostonk office

Designing Your Life
you have those specific skills, great; add
them to your résumé, word for word. If
you don't, list very specific skills that are
similar. Find ways to describe those skills
that might come up in a keyword search
based on the job description.
Finally, in the "screening candidates"
phase of the hiring process, people are
looking for a skills match. Once you get to
the interview, you have to be very careful
to craft a good "fit" story. If you are trying
out for a softball team and the softball
manager needs a pitcher, that's what he's
looking for. Not a catcher, not a right field-
er. Now is not the time to talk about col-
lecting baseball cards, winning baseball
trivia ‹
U
king
basebal-snapea cakes. rou just talk about
pitching. In the screening phase of the
process, do not talk about your other
amazing talents or bring up skills you pos-
sess that aren't part of the job description.
You will come across as unfocused. You
might sound like you are not interested in
283

McKinsey & Company
19 Std. • G
Al is moving fast, and while employees are ready,
6 Al workplace insights leaders need to know.pdf
... mehr
44
percent
Millennials are 44% more
likely to report extensive
familiarity with gen Al tools
compared to their peers.
They are also 17% more likely
to expect workflows to
change.
4/7
444
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11:26
!!!
62
+
...
8 ChatGPT Prompt Frameworks
To Help You Master Al
3
M
7
R-T-F
Role: Specify the role you
Task: Define the task you
Format: Indicate the format
T-A-G
Task: Define the task at
Action: State the action
Goal: Clarity the goal to be
D-R-E-A-M
or context
Research: State the
research needed.
Execute: How to execute
the plan.
the results.
Measure: Define how to
C-A-R-E
Context: Give the context.
Action: Describe the action
Result: Clarity the expected
Example: Provide an
example for clarity.
EXAMPLE:
Role
→ Act as a brand strategim
Task → Sor a R:8 SuaS foundie
Bullet poines with con
value props, procl
Action
Coal
lengeuve cursoner retention
→ rate by 15% over the next 6
EXAMPLE:
Define
netiple dum can
wer intendices al
CRM diA
unch a 3 mooch reten
xecute — programme with ceboat
Analyse → Capable as bee
EXAMPLE:
Context → cn
Action
• Нісег ресбакт аборею!
this to hote
Example
2
S
L
•
6
8
S-O-L-V-E
Situation: Define the
Objective: Specify the
Limitations: Define any
imitations or constraints.
Vision: Outline the vision or
goal.
for execution
R-A-C-E
Role: Specity the character
Action: State the basic
instruction or the job you
need to be done.
Context: Provide the
background information the
Expectation: Describe the
P-A-C-T
Problem: Define the
Approach: Describe the
Compromise: Write about
Test: Define the test or
R-I-S-E
Role: Specity the role.
Input: Describe the input
Steps: Could you ask for
steps to follow?
Expectation: Describe the
Situation
Objective
Umitations → Seal prod Sain
Vision
one die ote then
• Keader for mis market s
Erecution → live at all demn co
EXAMPLE:
Role
Sou are a Bib go to
Action
build a cold outreach
→ mock inchoding
saging, snature, and
СТА.
The dicet sells workfion
Context
spectation a ta era n
EXAMPLE:
Problem
Approach
Low convention rate from
→ fine triala to paid plans
sign coboarding to
within the fing
May delay feature rollout
Compromise while Ux changes are
Test
→ uplift over a 6 weck A/B
EXAMPLE:
Input
→ perfoemince data and
Steps
Expectation =* revenue tarpets in the next
Download this high-res sheet from my newsletter Step by Step. Join 400,000 people and subscribe here: chris-donnelly.co.uk
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There is no point in using GPT...
... mehr
142

20:19
!!!
32
...
How High Performers
Set Boundaries
WITHOUT BURNING BRIDGES
Unrealistic
Deadlines
I'll make it work.
Let's set a more
realistic timeline.
Last-minute
Meetings
Drop everything
to attend.
I need 24-hr notice
unless it's urgent.
5PM Project
Dump
X Stay late regularly.
Lunch
Interruptions
X Skip meals to help.
I can start this
tomorrow morning.
I'll help you after
my break.
X
Personal
Time
Sure, anytime!
I'm available
between 9-5.
Urgent vs
Important
X React to every "ASAP."
What's the actual
deadline?
Role
Expansion
Take on
everything.
Let's review my
core duties.
Vacation
Messages
Keep checking
emails.
I'm fully offline
until [date].
For more like this follow
Dr. Miro Bada
Weekend
Work
Respond
immediately.
I'll address this
first thing Monday.
Scope
Creep
X
Accept extra work
silently.
That's outside our
agreement."
Meeting
Marathon
Accept all invites.
Could this be an
email?
After-Hours
Calls
X
Always available.
Unless emergent,
let's connect
tomorrow."
Get my top 50+ cheat sheets here: PeakProtocol.co
87
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in
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Doctor inspiring greatness | Follow for Career and P...
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-y & Company
Many travelers show a
growing openness and trust
in emerging travel technology
60%
Of consumers are
familiar with Al-based
travel planning tools
Of consumers find Al
90% •
tools helpful for planning
such as budgeting and
cost estimation
Source: US Skif Traveler Tracker Survey, 2025
22:01

Auszug
petence
and your areas of incompetence, and this is
how you manage your career. You go all the way to
that line, and you stay there until you can push the
line forward" with new skills, hard-won experience,
and a better team around you. This is not about
acking confidence; it is about recognizing where you
excel, but also what you need to learn and where you
need to rely on the expertise of others. Amon contin-
ued, "If you're still the same executive you were a
year ago, I'm not sure you deserve the next promo-
tion."
Our best, most successful, and longest-lasting
CEOs share this realistic, lifelong learning point of
view, and boards are impressed by that unique com-
bination of behaviors when they witness how you
show up for board meetings where you're now being
considered a CEO candidate. You'll give the board a
new lens for looking at you beyond your current role
as a chief financial officer (CFO) or division president
or other prior C-suite role. But, remember, boards will
instantly and easily sniff out false modesty from all the
candidates in the running because every board
member is also well rehearsed at spinning a good
yarn.
As a former CEO himself at Palo Alto Networks,
Qualcomm Chairman Mark McLaughlin told Mark
that "you learn quickly as the next leader of the enter-
prise that you still have much, much, more yet to
learn than you expected, no matter how well pre-
pared you thought you were to become CEO. And
that's intensified by everyone's expectations that you
40

Never Split the Difference: Negotiating as if Your
that after l'd said "No" to him, I often
found that I was open to hearing what he
had to say.
That's because having protected
myself, I could relax and more easily con-
sider the possibilities.
"No" is the start of the negotiation,
not the end of it. We've been conditioned
to fear the word "No." But it is a statement
of perception far more often than of fact.
It seldom means, "I have considered all
the facts and made a rational choice."
Instead, "No" is often a decision, fre-
quently temporary, to maintain the status
quo. Change is scary, and "No" provides
a little protection from that scariness.
Jim Camp, in his excellent book, Start
with NO,!
counsels the reader to give
their adversary (his word for counter-
part) permission to say "No" from the
205

Harmony
Leaders must maintain
personal well-being and
inspire authenticity and
connection in their teams.
Servant leadership
Prioritize the success of
others, focusing on purpose
and mission over personal
achievements.
Growth
Embrace curiosity,
take risks, learn from
mistakes, and adopt a
"learn-it-all" mindset.
6 traits
of successful
leaders in the
21st century
Stewardship
Take a long-term view to
strengthen organizations
and leave them better for
the future.
Perseverance
Stay composed during
disruptions, make tough
decisions, and bounce
back stronger.
Levity
Use humor to build
bonds, reduce stress,
and unlock creativity.
McKinsey
& Company

08:50 M
COMPANIES LOSE TO HESITATION,
NOT COMPETITORS.
WAITING FOR CERTAINTY = SILENT GROWTH KILLER.
THE CEO PLAYBOOK
Enough data to spot
PER
1. DECIDE AT
pattern, protect
→
INFORMATION
70% CLARITY
30%
downside, not delay.
MOMENTUM DOES.
REVERSIBLE
2. CLASSIFY THE
→ MOVE FAST
Don't treat every
DECISION
IRREVERSIBLE
→ GET DEPTH
call as a one-way
door.
3. ONE OWNER,
NOT CONSENSUS
OWNER
8
INPUT
SHARED
Consensus destroys
accountability.
4.
SET A DEADLINE
OR ACCEPT DRIFT
DEADLINE
• NO DEADLINE
→
• HIDDEN FAILURE
Speed forces
clarity.
5. NORMALIZE
COURSE CORRECTION
6. MANAGE RISK,
DO NOT AVOID IT
HOW FAST
TO KNOW
IF FAILS?
ADJUST FAST &
PUBLICLY.
HOW FAST
TO
RECOVER?
Teams copy what
the top tolerates.
IF RECOVERY IS
FAST, HESITATION
UNJUSTIFIED.
?
REAL QUESTION: WHICH DECISION IS SITTING ON YOUR
TABLE TOO LONG? COMMENT & SET DEADLINE TODAY.
Follow Swami Charan Muthyam for more insights.
68
Leadership Think Tank
Swami Charan MuthyamSwami Charan Muthyam • 3.+
#QuestionTo Group
... mehr
8

Auszug
2
Earn Readiness Twice
First you must get qualified. Then you
must be selected. Here's how to work on
both
Shooting for the CEO role demands a profound reset
of your understanding of your strengths and, perhaps
more importantly, the skills you have yet to acquire
and may be surprised that you need in order to be
CEO ready. When Cristiano Amon, now the CEO of
Qualcomm, was among the inside candidates for the
role, Mark had the privilege of partnering with him as
the CEO coach, interviewing the entire board, peers,
direct reports, and a few customers. But Amon him-
self offered the biggest insights. He shared his sense
of humility, vulnerability, and driving ambition with
striking clarity when reflecting on advice he was given
early in his career: "The most important thing for you
to know is the distance between your areas of com-
39

Consumers are increasingly using
Al for travel planning...
Al overview visibility on Google has risen for
travelers...
Al overviews as a share of keywords
10%
9%
8%
7%
6%
5%
4%
3%
3%
2%
0.6%
1%
0%
Nov-24
2%
0.5%
3%
0.6%
4%
1%
5%
2%
Dec-24
Jan-25
Feb-25
Mar-25
- Flights
- Hotels
8.6
3%
>2x
Apr-25
.... and they're using social media
for inspiration
Share of travelers (in %) and their choices of
channels for travel inspiration
Social media
77%
Online travel
blog/review site
49%
Destination site
45%
Search engine
41%
Meta travel site
36%
OTA
35%
Vacation rental
site/app
28%
Source: Statcounter search engine market share; Press search: Google public disciosures, OpenAl (12/24).
ChatGPT figures are estimates per company disclosures of - 1B daily queries; Expedia

when was Madled with blood-selling scandals ahe
endemic corruption).
Li has been described as "low-key, clear-minded,
responsive, prudent, and very tactful." Meeting him
in Shenyang, Liaoning's capital (2005), I was struck
by his determination to try innovative ideas for resus-
citating China's old industrial base-as part of China's
Revitalizing the Northeast initiative-and his decisive-
ness in tackling seemingly intractable problems. Li's
intelligence and commitment were self-evident and
his tone and demeanor suggested he was confident
he could get the job done. The key, he said, was to
find market-sensitive ways to restructure large-scale
state-owned enterprises while at the same time cre-
ating a healthy environment for private business to
flourish
*
*
*
Xi Jinping, China's vice president, likewise gained
administrative experience in some of China's most
important regions. He served for 17 years in Fujian
Province, on the frontlines with Taiwan, working his
way up from vice mayor of Xiamen to provincial gov-
ernor; then spent over four years as Party secretary
of Zhejiang, China's most entrepreneurial province;
and finally served-briefly, due to his subsequent
promotion-as Party secretary of Shanghai, China's
commercial center.
Xi Jinping's personal motto is: "Be proud, not
complacent. Be motivated, not pompous. Be prag-
matic, not erratic."® His life experience is no doubt
the reason.

Handover/Closure
Implementation Phase
Definition Phase
EMEAI Strategic Roadmap 2025 - Timeline
Capacity Expansion
EBITDA
CAPEX
Rasal.
• PDDP Storage Capacity.
$ 205 k
$ 252 k
• CPL: Groundwater Cooling
$ 116 k
$ 75 k
Wald
• CPL: Increasing Vapor Pressure
DELAY
Automation & Productivity
Bethune
Wald
4Ashes
• Palletizing Automation
• Vacuum Conveying Granulation
• Multi-Purpose Line Debottlenecking,
• TMP - Production Uptime Improvements
Sustainability & Energy Efficiency
Wald
• Solvent Waste Incineration
Market Share
Lote.
Catenoy
• SP 560 Capacity Extension
• TBM6 Improvements
WHAT'S
NEXT?
• Low-CAPEX DNP Transalkylation to
Unlock PNP Growth (Rasal)
$ 116 k
$ 250 k
$ 230 k
$ 385 k
$ 130 k
$ 150 k
$ 436 k
$ 525 k
$ 33 k
$ 357 k
$ 162 k
$ 145 k
$ 43 k
$ 30k
Design Study
$ thck
$ 125 k
$ 322 k
$ 2.5M
$ 1.5M
finished in Q1
Dmitri Karle | Sr. Manager Capital Engineering, EMEAT
Q2
Version: 12.08.2025
Q4
CA22 Quality Optimization D
Coolis
erschoben aut KW3
Rewame Cooling Towe
CAR
Desertey
cope 2
SI Group
Notizen
19
88
Barrierefreiheit: Untersuchen

13:19
5G
56
SCARF by David Rock
Status - Relative
importance to others,
personal worin
(Lou)
certainity (sicherheit)
Ability to predict the future
Astratie
A
Autonomy - sense
of control over
trents
Lou
Minnst by
(High)
R
Relatedness
(verbundonheit) - Feting
safe around otners
(Lou)
(HoW)
Fairness - Perception
of people interactions fairess
(Lou)
36
Dr. Jürgen Lieske in
Schweres darf Leicht sein - Smooth Exit(s): "Gesch...
Teamentwicklung eines Führungskreises: SCARF - ein
wichtiges Tool für organisationale Resilienz. ... mehr

DELE
Decide
Evaluate
Let
Empower
TYPES OF DELEGATION STYLES
Direct Delegation
Clear assignment with
specific instructions.
Supportive Delegation
Guidance offered,
autonomy maintained.
Empowering Delegation
Full control given over tasks
and decisions.
Consultative Delegation
Seeking input before
making final decisions.
BENEFITS OF SMART DELEGATION
Greater Efficiency:
Delegation ensures tasks are handled by
those most capable.
Gu