In our rapidly changing business world, companies are constantly facing new challenges. This is exactly where interim management shows its true value – not only in large corporations. You still hear the preconception that interim management is merely a luxury tool for multinational companies, but this perspective is outdated. Far from the clichés about gentlemen with mottled gray temples in expensive suits and high daily rates, today a multi-faceted industry presents itself: experts from a wide range of specialist areas, equipped with comprehensive expertise, a broad horizon of experience and a sense for effective solutions. Especially in medium-sized businesses, where the potential of interim management often seems to be unrecognized, it can become a key tool. I invite you to explore the versatility of interim management, put aside biases and discover why it may be an invaluable tool.

Both roles have their own validity and importance. Consultants bring the valuable outside perspective and deliver strategies and recommendations based on their analyses, without having direct responsibility for implementation. Interim managers, on the other hand, take on specific roles at the heart of the organization and thus contribute directly to value creation. Often with leadership responsibility, they are responsible for the realization of strategies and tangible results. With additional expertise in change management, interim managers can accelerate transformations in the shortest possible time because they do not merely implement measures at one point, but integrate them permanently into everyday life together with the people.

Finding the right interim manager is an art that goes beyond the mere analysis of qualifications. It is essential not only to look at an impressive list of past projects, but to recognize the actual competence and fit for the specific challenge of the company. In this respect, networks and specialized agencies are more than simple intermediaries: they provide support in looking behind the scenes and identifying a candidate’s potential for the specific task, especially when things have to move quickly. In addition, they accompany the success of the mandate and, if necessary, provide advice as an insider third party. It’s a balancing act between experience, cultural fit and the ability to deliver real results in the given situation.

The harmonious cooperation and joint success in the collaboration with an interim manager are based on some essential cornerstones. First and foremost is close and trusting communication with the client. Through lively exchanges, both sides can share expectations, set common milestones and enjoy progress. Equally central is a clear understanding of the given conditions, so that everyone knows what they can build on. This includes defined resources, jointly defined goals and a clear timeframe. And last but not least, the interim manager should be granted reliable room for maneuver within which he:she can operate. With these three pillars – open communication, transparent framework conditions and defined room for maneuver – the cooperation can flourish and lead to mutual success.

In Michael Ende’s novel “Momo”, the men in grey are a metaphor for the loss of ease and joy of life, which are essential for progress and development. Due to an exaggerated emphasis on efficiency and process optimization, we recognize similar phenomena in our modern business world: instead of creating real added value, we experience more and more tasks, overflowing calendars, overtime, and general exhaustion – in other words: high rotation in idle – despite a focus on optimizing “operational excellence”.

It seems that the time thieves actually exist. “No time” is the most common response, when asked why the real issues are not being addressed with the seriousness they deserve. At first, just like in the novel, the men in grey sound “reasonable” and bring amazing economic results in the short term. No sooner do you have your time savings than they are forgotten and an inexplicable chill remains. The gray gentlemen in the narrative are symbolic of the pitfalls of a one-sided focus on efficiency and optimization because they often neglect human relationships, creativity, and further development.

Lean management and CIP (continuous improvement processes) have dominated business life in recent decades. The spirit of the times shows us that this phase is coming to an end. We feel that “business as usual” will not help us anymore. Although continuous improvement of the existing is and remains enormously crucial for competitiveness, it should not be in the foreground because it gets in the way of true renewal. Instead of asking how the existing can be made better, it is much more a matter of reflecting on whether what you are doing is the right thing at all or whether a completely new approach is needed.

Lean management and continuous improvement process (CIP) are management concepts that aim to minimize waste and inefficiency. In the novel, the time of simply being together is considered waste. But is it still responsible today to use this way of looking at things as the sole management mindset?

In my everyday life, the desire for uncomplicated, explicit and streamlined processes with clear responsibilities (the RACI matrix sends its regards) is still very strong, although an overly stringent division of labor is alienating us more and more. In the complexity of today’s working world, it is no longer possible to define everything. Instead of strengthening ownership and a sense of responsibility, this way of thinking tends to lead us to withdraw into the process and our own realm, preferring to be cautious before tackling things ourselves.

In most companies, there is a strong process orientation, a focus on one’s own defined area of responsibility, instead of a focus on collaboration. People concentrate on their own tasks and the exchange is limited (if at all) to the mutual exchange of information or, in the best case, interface coordination. For many, the private conversation during lunch break is the only relevant interpersonal encounter. If the optimized process has priority, and not the common task of generating real added value, there is little room for human relationships. If the sequence of tasks is too structured, there is no longer any reason to talk to each other and alienation is the result.

However, nothing strengthens a sense of belonging like solving collective problems. Trust is built by addressing different perspectives, and overcoming conflict. This requires a deep understanding of the issues, shared goals, personal reflection, and deep listening.

Momo encourages us to create opportunities where new perspectives are playfully explored. Let’s ask ourselves: Are we not only doing what we do right (efficiency), but doing the right thing? The answer requires space for reflection and critical questioning of our processes and decisions. It’s not just about the how, but also the “what” and “why.” Does what we are doing still fit with the overall goals? What guidelines do changing conditions give us? Which values do we want to promote? Do we have the appropriate resources and competencies for the tasks ahead of us?

Agility provides us with many tools. Retrospectives are an essential part of all agile frameworks. Retrospectives do not question the result and the product quality, but the way of working together, which patterns of thinking and acting need to be changed and which challenges arise on the way. And yet, the first thing that gets cut is consideration or no time is given to work through the findings.

Momo loves to ask questions and give space to the answers. Asking the right questions is an art and learning this can take time. Answers to difficult questions take time and possibly multiple iterations. This is what the men in grey hate. Momo gains too much power from this, because Momo’s friends love this game of philosophical perspectives to find solutions for their own lives.

Only by working together can we master the complexity of the world, create real results and prevent duplication of effort and actionism. When each and every employee recognizes his or her own importance for the company, the roles are lived accordingly. Each role has its own unique competence that is learned and developed. If people feel how their own self-efficacy contributes an important part to the result, they contribute creatively in the sense of the community and take responsibility as a matter of course.

For Momo, every single character is important. Through Momo’s belief in the person, the characters grow beyond themselves. They develop their strengths and independent thinking. Unfortunately, to the chagrin of the gray masters, this makes them less susceptible to the measures and manipulation of the time thieves.

If there is no time to explore one’s role and associated competencies, essential aspects of the role are overlooked. It is easier to list tasks than to delve into the deeper meaning of the role. And how often does time press in onboarding, after all, to get into the prefabricated processes as quickly as possible and to work through the assignments provided there unchecked. The workflows that result from insufficient understanding of the role sooner or later paralyze the entire organization.

It’s time to combine both ease and focus and create spaces where the team can playfully explore new perspectives without fear of failure or the pressure to always be efficient.
Repeatedly, I have witnessed how play in the work context has become empty entertainment, amusement without depth. It’s no wonder that employees sometimes feel they’ve been taken for fools. Nothing against climbing gardens, spaghetti towers and bowling evenings. It can be a lot of fun, I just doubt the effect. If a tight agenda and a focus on results are added to this, the purpose is reduced to absurdity. Too often, games and so-called icebreakers serve more of a superficial, detached alibi than enabling emotional connection or exploration. A plaster on the flesh wound. And the impression of being misunderstood, mentally isolated, and associated inner withdrawal with “good face to bad game” intensifies.

The gray masters try to stop creativity and intuition in precisely the same way. They entertain the children, confuse equality with equalization and provide toys en masse. Their toys are empty of content, create no real connection but the hunger for “more”. Amusement without joy and fulfillment, without the feeling of having really accomplished something together, without the pride of having dived through shallows and overcome obstacles together, are symptoms of misunderstood entertainment games, in an otherwise process-optimized rigid world.

The children and adults in Momo’s Amphitheater, on the other hand, are highly focused and confront difficulties. They consciously choose adventures that are thoroughly challenging; no destination is too far. They are willing to make an effort, to stand up for each other, and to immerse themselves fully in the subject matter. They genuinely connect with each other, resolve conflicts and unite perspectives. It is natural for them to involve everyone, accept individual characters as they are, recognize strengths, and commit to the common cause. Their game works without a moderator or motivator, without an entertainer or idea generator. In the atmosphere of Momo’s world, people feel encouraged, children and adults alike, to approach the world in a playful way and discover possibilities associated with it.

Restoring seriousness and weight to play means creating a culture where everyone can and will contribute their ideas and actively participate. A culture in which independent and autonomous individual thinking is encouraged and demanded in order to build thoughts together. Giving employees confidence and room to play is key to realizing the full potential of our organizations. Through playful experimentation, we can find new ways and develop bold ideas in line with the Think Big motto that go beyond conventional thought patterns.

The story of Momo and the men in grey is more relevant today than ever. In a business world increasingly dominated by efficiency and optimization, we need to focus on the aspects that really drive us forward: Collaboration and togetherness, people at the center, individual competence and independent thinking, participation and the co-creation of value. By breaking away from rigid management mindsets and making room for the new, we can inspire, shake up and encourage to achieve all that is possible when we focus on what matters.

It’s time we muster the courage to say goodbye to the gray masters and their sole focus on efficiency and process optimization. Let’s set bold goals together, generate real added value, create spaces for human relationships and creative freedom, and together shape a better future for all.

By creating spaces for new perspectives and bringing human relationships back to the forefront, we can realize the full potential of our organizations and shape a better future for all.

Let’s be inspired by Momo. With lightness, depth and true joy.

• Pass on knowledge, what she once learned, according to the motto “I know better”
• Copy past best practices and “scale” to other companies
• Swim with the wave and follow general trends
• “Moral Apostle and preach what is right now
• Telling others what to do and what not to do
• Speak to be heard

My homework behind the scenes is active thinking. This can be project-related, but it is often thinking in general.

It means to me:

• Observe: what is actually happening? (And not ‘What are we talking about?’)
• Passive listening: What is being discussed? What and how do others experience the world and what conclusions do they draw?
• Abstract: How do all the observations fit together at the meta level?
• Detailing: How does the “Big Picture” affect the smallest everyday decisions?
• Doubting: Do goals and approach fit together? Am I doing “the right thing”?
• Merging thoughts with good hope: How can the different symptoms contribute to a positive future?
• Sensing and swimming in front of the wave: How does the zeitgeist tick? What’s next? What are the effects of which trends? What should happen?
• Thought experiments and discarding ideas.
• Set an example to comprehend: What really works and what is just wishful thinking?
• Pondering: How could things belong together?
• Finding, visualizing and analyzing analogies in order to explain facts clearly.
• Establish and verify (sometimes falsify) hypotheses in order to meaningfully combine knowledge, intuition and facts.

I love working with other people. It satisfies me to be of service and make great projects possible. I thrive in contact with others.

So I understand that many see consulting as a way to “do something with people.”

Part of the truth, however, is that consulting also means stepping back, being alone, and thinking your own (rather than rehashed) thoughts.

For me, an important counseling skill is to develop imagination and to engage in philosophical aspects. The art is not to get stuck in that but to question your own thoughts again and reconcile them with reality, numbers, data and facts. To inspire with new thoughts and then to shape them together into a new narrative, from which new worlds emerge with tools of the trade.

Active learning from and with the outside world is important to me. However, I want to process the “learned” and “refine” it with my own views.

A big part of the work of a consultant is not visible. The collaboration with the client is only the tip of the iceberg, so to speak. Much of my time is spent not in busyness, but in “active thinking”. My “quiet time” is the investment in the time savings and insight the client experiences in the collaboration.

The time I spend with the people in the client company is 100% quality time that creates real impact and adds value.
This gives me the feeling of doing a fulfilling job I love.

After I pointed out in the last article about the danger of the self-fulfilling prophecy regarding the shortage of skilled workers belief, today, we look at how talents are won in a highly competitive market – despite the lack of skilled workers.

The good news is that while supply is tight, the willingness to switch remains high. According to EY’s job study, 48 percent of employees show interest in changing employers. To learn how to keep your best people from looking elsewhere, read the next blog post.
First, let’s look at how you attract the suitable candidates.

Basically, there are many channels and a seemingly endless list of measures. I am not talking about employer branding, benefits or process elements but about increasing the attractiveness of individual positions and ways to create capacity. I’m more about a general view here, especially for hard-to-find, highly skilled roles.

It is essential that the recruiting team is thoroughly aware of each function and the situation of the colleagues and makes sure that all backgrounds and challenges in the daily work of the role are known. If recruiters are only superficially familiar with the content aspects, recruiting will not add value and recruiting measures will fall flat. Generalities, truisms, and empty phrases are counterproductive and tend to scare people away.

Here are a few tricks on how to make positions so fascinating that potential dream candidates can’t resist and how to attract the right professionals.

Whether in a personal interview, on the career page, or in the job posting. Content is King; Context is Queen. And as most people know, the king needs the queen and vice versa; they belong together.

Context in this case means that each role is embedded in an overall construct. People like to be part of something meaningful and experience their self-efficacy. Not just something bigger, but something personally important to them. Some call it Purpose, but I don’t want to go that far. In a company, it is unlikely that everyone will be able to live out their life purpose. However, their own work should still generate visible added value.

Content means that both the description of the organization and the individual roles reflect meaningful content, not just the usual empty buzzwords.

I like to use the elements of Vogler’s Hero’s Journey when working out the story of the company along with the organization. Questions I ask myself are, for example, what adventure is ahead, what are challenges, who are companions and allies? Who (in business also often what) are the adversaries (e.g. lack of IT infrastructure), what are the mentors and role models? (We want to be like Spotify or we want to be like Amazon, but friendlier, ), what are the trials and crossroads? What weapons (methods and skills) are needed? What does the new world look like in the future?

Once these questions are answered for the overall company, this can be broken down to the individual roles. I am aware that creating job descriptions is a tedious and unpopular task. I don’t encounter a lot of love when I ask executives to revise them. Why invest time in something that’s already there? But by working on the meta-level with a practical connection to actual everyday life, different descriptions of what is factually needed often emerge. In the end, ultimately new aspects are brought to light that make the job unique and desirable – for the target group. Managers discover a new enthusiasm, as this work makes their leadership work much easier. The courageous develop a team task out of it, which has incredible team-building power. When creating role profiles for freshly minted colleagues, their own relevance in the team becomes clear. Team members learn that heroes and heroines look diverse and are all equally important. Each and everyone counts and winning can only be done together.

Questions that are answered are: Why is this one role so indispensable to the big picture? What would be missing if this position didn’t exist? I like to work with the Job Role Canvas.

Sometimes it takes looping through the works council, but they are usually pleasantly surprised and happy to agree to the changes. The job doesn’t change, but the context and in-depth content makes it more understandable and attractive.

In the discussion about headcounts, team leaders are often put on the spot when part-time employees apply. A change in thinking is needed here.
Experienced professionals may prefer a relaxed routine, little overtime, without losing their importance. They bring immense added value to the company with their trained eye and confident manner.
The market is full of people who think along these lines and are willing to take on new challenges even at an advanced age. But under different conditions. Formulating this publicly opens up an unimagined market share.

In the next post, I’ll talk more about the internal opportunities of how to shape part-time jobs and generation-friendly structures.

Salary is a hygiene factor and remains among the essential criteria for a new job. Salaries have changed drastically in recent years, whether you feel it is fair and reasonable or not. It is what it is. It’s an old adage, if you pay too little, you get poor quality. In simpler terms, if you buy cheap, you buy twice. Then not only one person is needed, but others have to compensate for the lack of fit.

The number of candidates in the pipeline is still one of the most popular metrics in recruiting. Unfortunately, it often only shows inefficiency, but not quality. Ideally, you have an application and a dream match and a decision that takes only a few days from receipt of the documents to signing the contract. A full pipeline is usually more indicative of a run-of-the-mill job posting, with everything and nothing applying, and an inefficient process where candidates bob along for too long.

But better metrics and valuable insights include Days in Workflow (as few as possible), When do most drop out and why, How many new hires are promoted over the next two years. How is the Candidate Experience, i.e. the satisfaction of the candidates in the process (e.g. through an automated survey).

A lack of qualified people is a problem for almost all companies. Statistics from renowned institutions clearly show that there is too few skilled personnel available in Germany. The ratio of retirements to university graduates or even births can be frightening. Orders are not executed or not executed well because suitable personnel is missing, customers seek refuge with competitors who deliver quickly. Like the rabbit in front of the snake, many stand in front of empty candidate pipelines. Full of concern is the explanation: the shortage of skilled workers. The supply of qualified, motivated and affordable personnel is scarce. The pain is real.

That’s right, BUT…

In discussions with executives, management and recruiting departments, the shortage of skilled workers is almost fatalistically conjured up – even though there is no shortage as such. Overall, this may be true when comparing vacant positions with available qualifications. But at the individual company level, things look different. Today, there is a lot of room for maneuvering in every company, both on the supply side and the demand side. If you know how to use them, they are much easier to exploit than you might think. Neither are there is a need for so many vacancies nor are there too few applicants and candidates. Companies that have understood this benefit from decisive competitive advantages.

Before we talk about solutions, I would like to point out the danger of the attitude “Help, we have a shortage of skilled workers! The worrying statistics and studies are all correct, but not necessarily “true.” If we take the shortage of skilled workers as an undeniable truth, we create a reality in which we have little room for maneuver. The seemingly hopeless situation is cause to stop trying. Companies and recruiting departments are weary and frustrated – according to the motto, “it’s no use anyway, that’s just the way it is, you can see it everywhere!” You know this in sports: If you don’t believe in winning, you won’t win. You give up before you’ve even started. And so the downward spiral turns faster and faster in the wrong direction and the vicious circle begins.

In the absence of suitable applications, someone is often hired despite severe doubts. But recruiters and team leaders have reached the recruiting goal for the time being. “You have to give people a chance; he or she will learn” is the silent but illusory hope. In that case, one can only hope that the mis-hiring is quickly and clearly recognized and the person leaves the position or even the company. It is worse if the person stays in the company even though it is known that it is not an ideal appointment. The message to everyone else is straightforward: “This is the new standard!” High performers then consider whether they have a future in the company, whether the commitment is still worthwhile or whether it is better to leave.

In principle, it is of course only right that many talents should be given a chance and that one can acquire a great deal. Hand on heart: Does the person have a real chance of becoming successful in the job? What does it take and can this actually be made possible (not just theoretically)? I am talking about e.g. longer time for onboarding, a lot of patience on the stakeholder side when things don’t work out right away, external training, a team member who takes over the more intensive onboarding and can be relieved for it in another place, etc. If the possibilities are limited, it is not an opportunity but the road to hell for the new team member.

Those who have already understood that the candidate experience is the be-all and end-all often fall into the attitude of the devoted servant in the recruiting process, who does everything for the dream candidates. Better not to ask too demanding questions, better not to criticize. Better to take no position than the wrong one. Smile and say yes and amen to everything the candidate wants. I know I’m being a bit polemical here.
Nevertheless, it happens very often that interviewers mainly want to be loved by candidates. Pal-like exchanges are usually disguised as supposed eye level but are often pleasant but superficial talking around. In the best case, it remains in the candidate’s memory as comfortable and sympathetic but is much more often perceived as meaningless, not very professional and, above all, without any reliable insight. There is a big difference between chumming up and trying to please at all costs, and being aware of your own value and appearing humble in the sense of cooperative and appreciative. Other employers who allow themselves more depth and confidence in evaluating fit usually win.

Enough of the vicious circles. We can do better. Let’s usher in the paradigm shift. Let’s break through the mental blocks and use our creativity: Suppose there was no shortage of skilled workers. Assuming there is, what would you do to attract the very best placement for your team?

My ideas on the myth of the shortage of skilled workers can be found here in the next blog post.

As a courageous forward thinker, inspiring designer, and pragmatic pioneer, Irina Hagen and her team support companies in rethinking their own success. For her, the key lies in a paradigm shift. This makes it possible to break through barriers and shape change for the best for people and organizations. Irina inspires and fascinates with clarity, courage, and depth in her work and the resulting ideal added value and measurable results.

Irina Hagen is a courageous forward thinker, inspiring creator and pragmatic pioneer. With clarity, courage and profoundness, Irina Hagen and her team at MenschWert support companies in rethinking their own success. The key lies in a paradigm shift. This makes it possible to break through barriers and shape change for the best for people and organizations.

Irina’s career:

Irina Hagen’s professional career began after her high school graduation in the field of business administration. Through the intervention of a friend, a first great opportunity opened up, and her path initially led to Ireland. Maybe not precisely her dream destination, but here she got the opportunity to make a difference at a young age. She tells of her time in a large international company in Dublin: “We were 400 people on one floor. On the way from the front desk to my desk, I passed seven countries and heard countless languages.” She was immediately in the thick of things, helping to build a new European Service and Financial Center.

Back in Germany, Irina Hagen’s career remained international. As Executive Assistant at an international leasing and financial services company, she made a first-class start in the company. She worked long and hard and is grateful today for this intensive time. “I learned a lot about business and the bigger picture, had a 90-degree learning curve almost every day, and realized what was possible in terms of career,” she reports. Her journey then took her to an international human resources services company. She always wanted to work for and with people – with a lot of ambition, further training and determination, she worked her way into the recruiting team. However, as a woman in a male domain, she faced some headwinds here, especially since her male colleagues did not welcome her promotion from Executive Assistant to the Head of Central Europe to Division Manager. As long as Irina Hagen remained moderately successful, it would be fine, but she was and is not the type for mediocrity.

Setting up a business is a demanding task, which Irina Hagen took on and built up her company MenschWert step by step. Her exceptionally good entrepreneurial intuition allowed her to adapt to the respective situations and look to the future. Irina Hagen quickly received orders from well-known companies, including Amazon, Pro7 and Sky, and large projects that she led to success. “One of my big drivers is my curiosity and my will to better shape the future for and with people in organizations,” says Irina Hagen. In doing so, she acts as a thought leader who likes to inspire and make people think and as a trailblazer regarding the pragmatic implementation of modern concepts in which people work together, create economic and ideal value, and actively shape how people work together.

Irina Hagen believes it is crucial not only to scratch the surface, but to develop a deep understanding of organizations and the people within them. Because of this, she added psychotherapeutic training to her already strong business expertise. “Many principles from humanistic psychotherapy can be applied to organizations. I use that in my work,” says Irina Hagen. Here she also connected to corporate culture, because just as people have healthy or dysfunctional psyches, companies have a supportive or a hindering culture. The idea behind it: She also wants to use her work to offer a kind of “psychotherapy for companies.” This shows that Irina Hagen likes to think outside the box, boldly break new ground and inspire organizations. Her openness to new things also comes into play, for example, on trips through Asia or the USA, where she likes to visit companies or tech hubs. She has been a guest at Google in Singapore and on the campuses of Amazon, Apple, Ebay and Facebook.

In 2016, she was on stage at one of the first events, the Women Techmakers Forum, of the fledgling Google Office in Munich. She was one of the first speakers and inspired women in tech to generate more impact through design thinking principles with her talk. Especially by living their “female” attributes and enriching the tech world with additional perspectives that have not been appreciated so far, such as empathy, collaboration and multi-perspectivity.

“I want to open the door for people and show what is possible. Executive management, middle management, and their teams often experience the enormous, previously unnoticed potential of already existing resources when they are given the appropriate platform,” Irina Hagen tells us.

From her experience and her experiences, she knows that a change in thinking must take place and that a successful future in a rapidly changing world can only be achieved with a paradigm shift. Change management in the conventional sense often assumes a more or less linear, logical development. However, successful companies need rethinking in addition to continuous improvement. “Real change is not continuous improvement or optimization, but an all-encompassing and profound reorganization.” To support this statement, Irina Hagen draws on an analogy from the animal kingdom: a tadpole undergoes the transformation to a frog and does not become a new tadpole that can suddenly live on land. Organizations, too, already have everything in them to make this transformation. What is missing is sometimes the imagination, or the idea of what new worlds a frog can conquer, what new markets and opportunities are open to the “frog” instead of the tadpole. In this process, Irina Hagen is at the side of the organizations as a thought leader and pioneer. “Bold and profound renewal from within is necessary to give a world dominated by change and a volatile environment the clout it needs to thrive. Ultimately, it’s about breaking existing thought patterns. If you want a new outcome, you have to do different things. Long-entrenched best practices that were successful in the past no longer work today.” To usher in the paradigm shift, she and her team at MenschWert work at different levels: with the organization, management and individual employees. “In my work, I impart knowledge about interrelationships and, in reflection, generate insights that go far beyond the professional. And that’s what makes the work so enjoyable. I see business success while also being able to contribute to the personal development and satisfaction of individuals.”

For Irina Hagen, every project also means further advancement, learning new things, and improving things. In doing so, she likes to take on the operational role for a while, e.g. as an interim manager, to really know afterward in consulting which problems exist in everyday life and how they can be solved. Again and again she proves – also in a scalable way – that humanity and business are not mutually exclusive, but need each other to ensure the company’s success in the future. Together with her team, she would like to implement many more projects with and for her clients and make the (working) world a better place. “I see myself as a bridge builder, thought leader and designer who creates the connection and holism to achieve great things together. If the experience is made that together in the organization great things are possible, this will have an impact on people’s personal environment and thus a positive contribution to our society will be noticeable.”

Irina Hagen wants to shape change and the associated paradigm shifts actively. She sees herself as a creator of meaning and a forward thinker who likes to inspire and make people think.

She is a trailblazer regarding the pragmatic implementation of modern concepts in which people work together, create economic and spiritual value and actively shape togetherness. Her curiosity and commitment to excellence motivate her to evolve, learn new methods and expertly anticipate trends constantly.

Together with her team from MenschWert, she accompanies and supports companies in the paradigm shift and the associated profound transformation.

Energy! Strength! Silence!

A week of meditation and silence in the Zen monastery Buchenberg to spend the turn of the year in vibrant silence.
I am convinced that whoever works with other people, provides guidance and wants to explore new paths and shape those ways together with others, needs a foundation in him*herself and in his or her own being. One of my sources of stability for a strong foundation that also holds in the storm is Zen. That’s why I’m using the time off from parties due to the pandemic to recharge my batteries in a one-week Zen retreat. This is not a wellness vacation, even though it does me good and I feel renewed, full of energy and completely recovered mentally, spiritually, and physically.

For the vain among us a little bonus tip: After a week, there are compliments to the noticeably recovered, possibly rejuvenated appearance, and a great radiance included.

Still, reactions range from “You’re nuts!” to “I could never do that!” or, more to the point, “Holy shit!”.

Since 2010 I am a convinced “Zenni” (sometimes more than others) and try to live the principles of Zen philosophy. More about this later. First of all, Zen as such is not necessarily religious. I am not a Buddhist. The Buddha is not a deity in Zen, but the symbol of one’s own pure, clear mind.

It’s primarily about being present in the moment. Zen meditation focuses on living in the here and now, freed from all thoughts, feelings, morals, concepts, and patterns of behavior. The practice focuses on the situation as it is, without judging it, and thus one reaches (with a lot of training) a state of mental calm, emptiness, and silence. This state is described as a release from oneself or even a positive feeling of emptiness. Suzuki even speaks of the “great freedom”. However, Zen is not only meditation, but determines a whole attitude towards life and being.

Hinnerk Polenski founded the Daishin Zen tradition, which has its (physical) home in the monastery of Buchenberg. Daishin means as much as heart spirit, which casually expressed, stands for the connection of heart and brain.

So, what exactly does that mean for me now?!

It always surprises me myself how beneficial this structure can be. This structure leads not only to efficiency, but more importantly to unity. When everyone is doing the same thing at the same time, the harmony of the whole is sometimes poignant to me. It reminds me how important a certain structure, rules, and established rituals are also in companies and in the working world. In everyday life, one probably speaks of reliability.

The feeling of unity and belonging is the basis for being creative and growing individually on the other side. In order to be able to achieve great things together, it is also necessary to sense exactly when it is important to subordinate oneself to this community for the benefit of all and when there is time and space for individual power and self-development. This also is an important experience that is allowed to be renewed again and again when it comes to building and transforming companies. Unity and individuality in balance.

If you really want to listen, you have to be able to remain silent. And not just “not talk,” but also calm one’s own thoughts so that what is heard finds room in the mind and heart to have an impact. Because only then is deeper understanding possible and only then can the right decisions be made. Only then can leadership succeed.

To stay with oneself for once, to bear it alone with oneself, can be healing and strengthens not only one’s own middle, but also the relationships and connections to others. Those who are at peace within themselves and can sometimes take a step back can give space to others. In this space, new possibilities can emerge.

Those who know me, know that I like to work, gladly and a lot. (Which is partly because I love my work and partly because work also gives me a lot of energy).

I’m often asked “how do you manage all that workload?”, “Where do you get this energy from?”, “Where do you find this clarity?”, “How do you stay so confident and not lose your sense of humor?”, “How do you keep your cool?”, or “How could you have known?”

Often the Zen practice is the answer. Zen empowers intuition, sharpens powers of observation, and as a result I can synthesize information more meaningfully. Above all, it is training for intuition. Daishin-Zen stands for “heart spirit”, the connection between mind and heart, and the body also plays an important role. Daishin-Zen movements are not cautious or timid, but powerful, focused and swift, without being hectic. Often I have to make an effort to keep up (for example, in kinhin, the walking meditation, jaggedly in time and lockstep up a hill on uneven forest paths. There I have to concentrate so much, there is hardly any room for other thoughts–or while working in the kitchen). I admire the grace and pace with which the monks and nuns do their work or simply walk across the grounds.

Sitting for long periods of time in meditation–at sesshins this can be 10 hours or more per day–is at some point more than demanding. My spine is definitely not used to it. But it reminds me how important an upright stance is. And yes – even in real life, being upright can be tedious at times. But it’s worth not giving in to resistance, to temptation, because good energy can only flow when an uprightness is the central focus of one’s posture.

Observing the chores here, one gets a sense of what it looks like when “it’s flowing.” Precise movements, hand in hand, creative, harmonious and creating results with joy – without a lot of hoopla, without endless meetings, without babbling, without waste, without noise.

Even monastery guests are allowed to cooperate, at least in the day-to-day work. Well, actually the contribution, called samu, is not optional, because it is part of the Zen practice. Some people sometimes wish they had watched the cleaner at home better. But don’t worry, every job is patiently explained until every move is perfect, even for those who haven’t done any housework themselves for a long time. Everyone comes down to earth. It is fascinating how satisfying it can be to do the dishes or even clean the monastic toilets.

It is an invitation to do normally annoying chores like dishwashing, vacuuming, trimming flowers in silence and with mindfulness, yet in a certain time and quality. To be part of a team and yet be with oneself. Unbelievable how well collaboration is organized, with total strangers with a minimum of gestures or spoken words. The harmony in the processes is like a choreography.

How quickly, effortlessly and almost flawlessly the work comes off when you are fully present. So it’s also about performance, definitely top performance for me. Just without stress. Like Swiss clockwork, only a bit more creative and humorous–in other words, more human.

The transformation of companies needs this triad, especially when “high performance” is the goal; usually we then call it reflection, implementation (operational excellence), celebrating successes. Alternatively also vision & goals, products & services and corporate culture.  Many managers want dedication from their employees and may find the key here. For any leader, anyone and everyone who wants to give leadership and power, Hinnerk’s Zen Leadership seminars are especially worthwhile.

There is the story of the Buddha statues made of pure, brightly shining gold. To protect it from destruction, weathering and robbers, over the years and centuries more and more clay was poured over it, so that the gold was unrecognizable hidden under a shapeless layer of earth. Buddhist psychology uses this image to also explain human shortcomings while “right as it is”. The healing teachings focus on making this golden core accessible and perceptible again.

My own clarity helps me to recognize the golden in companies and people, so that my clients can turn the proverbial sand in the gears into pearls. Supporting the emergence of new corporate worlds requires courage, mindfulness and strength. A business transformation is always a bit of a journey to oneself, as people also recognize new perspectives and develop new skills in a transforming context. There are so many unique and valuable aspects in the people I work with. Unlocking these treasures together and making them usable is most rewarding to me.

In Daishin Zen, one is either in immersion or in the dynamic. Immersion can mean zazen (deep silence in sitting meditation) or the complete presence in the work; some know this feeling as “flow”. Both have it in them. It’s like a boot camp for body, mind and soul.
The body work, early morning exercise so to speak, before breakfast gets the fitness heart pumping. Mine definitely, it costs me the utmost not to just give up in the middle of it. Sore muscles are inevitable (I know my fitness could be much better). When I see the relaxed smiles on the faces of the others, even during the toughest exercises, I make a firm resolution to do more endurance and power exercises again.

By the way, anyone can join in from their own living room. What looks so easy is pretty damn exhausting–at least for me. Or vice versa, even if it’s hard, it still looks effortless. If you want to experience it in everyday life, in the virtual monastery, you can join in every day from 6 a.m. and on three evenings during the week, then often with lectures or guided meditation (Virtual Monastery Daishin Zen).
Especially at the beginning of the pandemic in March 2020, it did me good to have this community, to just sit together without discussion and opinions and create the path to alignment through awareness. In this way, I was able to be a source of strength for others even in times of uncertainty.

The good news is–after a week at the Zenkloster Buchenberg and with the anchoring in everyday life through the possibility to strengthen my practice daily in the virtual monastery , I know that I am so ready to be a good mentor to my clients on their journey into a new corporate world–with depth, strength, and humor.

Trennungen, aus welchem Grund auch immer, haben einen Einfluss auf die Team Performance, da sich zwangsläufig die Teamdynamiken ändern. Ist diese Trennung nicht gut gemanagt, also geht jemand einfach, wird eine Lücke hinterlassen. Eine Trennung beinhaltet immer auch einen Trauerprozess, in dem die Vergangenheit hinter sich gelassen wird und die neue (Team-)Konstellation sich finden muss.  Gutes Exit Management besteht aus mindestens drei Perspektiven, das Unternehmen (meist in Form von HR), der / die Mitarbeitende, und die zurückbleibende Organisation bzw. das Team. Lasst uns gemeinsam erkunden, wie aus der Trauer das befreiende Gefühl der möglichen Neuausrichtung wird, damit alle Beteiligten bessere Lösungen finden, der Zusammenhalt und die Teamidentität vertieft und die Produktivität wächst.