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Myth of shortage of skilled workers (Part 2)

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.

The intensive examination of the vacancy is the basis of all recruiting work

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.

Game Changer

Especially for "self-explanatory" roles, (tax consulting, certified scrum master or ophthalmologist, etc.) a differentiated job description can work wonders, because every new hire is different, as the context is constantly changing, e.g. strategic goals, company culture, team set-up. Those in these roles are explicitly looking for more advanced information to consider changing jobs and will turn to where it can be found.

I’m a big advocate of well-founded role profiles and thoughtful job descriptions. The more intensively the manager and recruiter engage with the opportunity, the more concise the USP becomes, i.e. what makes the job exciting for a specific target group. The energy invested here pays for itself many times over in the course of events. You find the right people faster, spend less time in unqualified interviews, get on a more personal level with the candidates, and shorten decision cycles. Employees find it easier to recommend colleagues if they have something more to go on than just buzzwords.

Based on a sophisticated job description, a convincing job advertisement can then be developed depending on the channel, e.g. for employee referral programs, active sourcing, headhunter briefings, social media, and the classic job portals.
Even if there are only a few potential candidates on the relevant platforms, it is advisable to roll out the red carpet for the “might be interested” and searchers and to make the application process as convenient as possible. After all, opportunity makes applicants. I’ve often seen people who weren’t even planning to look for a new job, but who, through a spontaneous “take a look,” came across a job posting that stood out from the general blah-blah so much that they just wanted to give it a try.

7 recruiting hacks to make individual roles more attractive

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.

Recruiting Hack 1: Storytelling and Hero's Journey

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.

Recruiting Hack 2: Concentrate on the essentials instead of a one fits all ("eierlegende Wollmilchsau")
When positions are cut for budget reasons, people often try to combine profiles: The technical expert, who should also do the admin and support. Of course, also the decision paper for the board may not be missing. Project management on a global level is of obvious importance. In German language we call this the egg milk wool producing pig. The actual expert, who would bring the appropriate qualifications, will not apply for it, because it is pretty clear that one cannot become successful in this job. Those who are available have not understood the job and the challenges and disqualify themselves from the outset.

There’s a pinch of loving biting in here again. Nevertheless, it shows why the pipeline is not filling up with suitable candidates.

The most crucial thing in a job posting is coherence. Sometimes everything is described in just a few points because the rest follows from that. Again, the Hero’s Journey and the Role Design Canvas help here. What exactly is it about, what is to be achieved and why. What added value is to be achieved? Why is which competence necessary? What can someone with a university degree do better than someone with only an apprenticeship? Why exactly is team spirit needed? How are communication skills used? The fact that a salesperson should be good at selling doesn’t need to be mentioned. But what exactly does selling look like in this role? When does selling start and where does it end? How is quality measured in sales?

Recruiting Hack 3: Post expert roles with challenging objectives instead of rigid job descriptions
Job descriptions are a marketing tool, not a fact sheet, where every little thing has to be accounted for. Unfortunately, often job descriptions that are used for evaluation are advertised in precisely the same way.

Tasks are constantly changing and have no place in a job posting. What goals are set and how are these intentions related to the purposes of the team and the entire organization? What should be different after a year in the role or continue to be ensured under what conditions? How do you know you are successful in the job? What does a good result look like and what does a very good outcome look like? How do general conditions determine the scope?

The meta-level goals give meaning to the role. To be compelling, you need a concrete connection to everyday life. What is important is what is to be achieved. Instead of “create reports” instead “ensure transparency and decision basis through regular reporting”.

Recruiting Hack 4: Increase visibility of job potential
Beware of awkward wording and a dry list of tasks that no one likes. I've often seen the most fantastic jobs read like a punishment. Outdated, uncharitable, muddled. There is usually a focus on what is needed and the list of requirements is longer than the job description. Put the candidate in the center, not your own needs. Every job includes dream job components for the best match. By that I don't mean general benefits, but very explicitly, what makes the job a dream job.

Regardless of the channel, team leaders and recruiters are well served if they have specific job advantages down pat.

From the outside, it is often impossible to tell what opportunities and potential the job offers and for whom the job is suitable. Does it hold a stepping stone to a new career level (more than other jobs), does the job lead to high visibility in the company, How much self-realization and creativity is possible? What outstanding personalities are worked with? Does the job allow me to integrate family, hobby and horse well into my working life?
The answers are often not conscious, but explicit mentioning will increase the attractiveness and the willingness to change significantly.

Recruiting Hack 5: Part-time and job sharing

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.

Recruiting Hack 6: Peanuts and Monkeys

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.

I know that collective agreements often do not allow for more money or that existing team salary structures are being broken up. Consider that not just the salaries have changed, but also the roles themselves. They have generally either become much more complex (e.g., through an increased level of communication and coordination) or much simpler (e.g., through automation).

If a roll was last evaluated five years ago, it is certainly no longer up to date. Often, a new evaluation can change the tariff group to which the role belongs.
The team structure must also be re-evaluated in such cases. Fair employers also pay for an expanded role over the years, not just the usual 2% a year.

Those who lure whopping pay increases once you’re on board and acclimated usually pay a high price. Newcomers notice very quickly how the cat jumps and draw the appropriate consequences. Either they go straight to the competition or adjust their performance to the pay. If they stay with the company, cynicism and mistrust often spread, which has a negative impact on the entire team.

Recruiting Hack 7 : The right KPIs for better results.

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).

Myth of shortage of skilled workers (Part 1)

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…

The shortage of skilled workers is used as an excuse for "more of the same" or complete resignation

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.

Many draw the wrong conclusions and fatal wrong decisions are made. Self-reinforcing vicious circle scenarios arise.

Vicious circle scenario 1: Leaving jobs unfilled for too long

Unfilled positions mean that existing staff have to compensate for capacity. As a result, the core job is neglected due to time constraints, and quality erodes. Additional work due to the need for corrections arises. Most people want to do a good job and suffer when they feel they no longer meet their own standards. Often people are left alone in this situation. References to fruit baskets, yoga and other company health management offers only come across as cynical.

A low-spirited mood caused by excessive workloads does not exactly promote the willingness to perform – withdrawal or illness are the results.

In the end, people decide to quit. Regardless of whether it’s internal termination while remaining with the company or an external transfer – the need for new capacity is unnecessarily increased. The shortage of skilled workers starts a vicious circle again.

It is better to discuss with the team which tasks are to be taken over without losing quality and which are not. How to organize otherwise, what needs to be communicated to stakeholders and how to create a solution for all sides. A wonderful team development exercise that generates new ideas for increased efficiency, positive mood and commitment.

Vicious circle scenario 2: Hiring the next best

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.

Vicious circle scenario 3: Becoming a desperate pleaser

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.

Vicious circle scenario 4: Parking applicants in the second row

Who hasn’t experienced this: You have someone on the hook, you know it’s not really a good fit, but you don’t know what’s to come. Rejection then feels like giving away your safety net in an uncertain future. So you put off. And put off. And put off. The candidate notices this, of course. The enthusiasm for the company or the job decreases. If no one else can be found, you already have a new employee on day 1, who is cautious at first and not super committed. Maybe there are other offers in the pipeline, one takes the job for the time being, behaves similarly loyal and looks at what else is coming, and takes the first job that promises more commitment to the person in the recruiting process. At worst, there is a negative evaluation on employer portals. The chance that a better option will then apply is vanishingly small.

Vicious circle scenario 5: Set requirements as low as possible.

In the belief that they won't get the required profile anyway, they don't even communicate what the team needs. In wise foresight, it is best not to create the slightest hurdle from the outset. Talented exceptional profiles do not need a university degree, so do not even mention it. Experience is undoubtedly required, but under certain circumstances, a lateral entry is also possible, etc.

The result is a profile that is slimmed down beyond recognition and is more reminiscent of an unskilled assistant than the expert you are hoping for. In this context, I recommend that you refrain from using junior / senior expert roles in the title of the job advertisement. Because neither the junior nor the senior feels addressed by it. Rather publish a coherent entry-level position and an additional experienced position.

The expert desires to be seen in all the excellence, no matter the career level. Overcome challenges that others can’t. Being aspirational can be very sexy to the suitable candidates looking for that same job, but don’t apply when less qualified people fit. Who likes to throw their pearls before swine?

It needs a paradigm shift

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.

Silence in a Zen monastery instead of the New Year's Eve party

The turn of the year in vibrant silence

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?!

Anyone who knows me knows that getting up early is not really my thing.

Then why get up voluntarily at the crack of dawn and be silent in a large room lit only by dim lights and candles with other strangers?!

Because meditating is not doing nothing. It is focus and concentration, sometimes really tough. Especially with lack of sleep certainly not fun. And sometimes it’s exactly these situations that bring me to my limits and thus closer to myself and thus to others. And hand on heart, it’s also a good exercise, because in everyday life it sometimes happens that you want to give full performance and concentration with little sleep. A bit of training for these situations, which should remain exceptions, does not hurt.

Those who know me know that for the free spirit in me, rules and time statements often mean only a rough guidance.

Why then do I quite voluntarily subordinate myself to a meticulous timing and precise processes, where I am obediently on the spot on time, bow, stand up, sit down, walk across the room at a 90 degree angle, eat and drink, talk and keep silent when I am told (only the first time, the second time it ideally works without having to be told).
Admittedly, sometimes I actually wondered what I was doing there… After all, I could still be comfortably snuggled up in bed or sitting together with friends in the evening with red wine.

And then this childlike joy comes back, reminding me how good it sometimes does me to have this external order and structure, so that I myself don’t have to constantly think about and decide what and how to do, but can let myself fall into the clear order of monastic life.

Harmony by form and structure

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.

Anyone who knows me knows that I love to talk and usually have an anecdote at hand. So how can I just stay silent for a whole week?

I think that is exactly why. It is precisely because I allow myself the silent time in everyday life and or clenched as in a retreat or sesshin that my thoughts can order themselves and become a plausible context. Meditation is about experiencing an inner emptiness, renouncing all the thoughts, and mental concepts for the moment to experience reality as pure being. This emptiness creates space for the new, for the essence (whatever it means for oneself and the world).

Heart spirit (Daishin) also means to feel compassion–with oneself and with others. It means to feel with, to feel together (in contrast to pity). The heart offers a few more impulses, which cannot necessarily be grasped with our mind, but which are real. It unlocks abundance–an expanded space with unlimited possibilities.

Why also be silent between meditations–for a week?

I choose this silence quite consciously. In silence and contemplation I hear my own inner voice. Whereby it is not directly a voice, but rather an “comprehension”. Sometimes it is quite irritating what I hear and understand there, because not everything that my inner voice gives me to understand, suits me at the moment. To get through to “reality”, to “look deeper” can be beautiful, but it can also hurt. They are not always eureka moments; sometimes insight can also be very sobering.

Occasionally, though, that inner voice has a sly tip, that one small but important impulse. In any case, I see more clearly and clarity gives orientation. Orientation shows me the options and scope that I and others have; this is also called the power to act.

It’s about feeling your own strength. To be authentic, to remain true to one’s own essence, in all the experiments that life has in store for us. Not a power in the sense of dominance from and to the outside, but the strength and balance from one’s own central core. This is easier said than done, and anyone who has ever consciously experienced being outside their own center knows, how strong the centrifugal force of the spinning wheel of life is and how difficult it is to return to the center. So for me it is pure common sense not to strain the center excessively, even if it is sometimes very tempting to surrender to the waves outside.

Enable leadership and strengthen relationships

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.

"Zen is the answer"

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.

The silence serves me well.

Not to run away and escape from the noisy world full of flaws and injustices, but to refresh my connection with the world, to sharpen my eyes and my sense for the good. To recognize my latitude, where I can have an impact on a better world–and where I can trust that the world will organize itself without me, which can be incredibly relieving.

The awareness that everything is connected to everything else. With this awareness that I am not alone, but that there are always people who want to be involved and shape things. The knowing that there is a force that can and wants to move great things.

Recognizing the golden core

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.

It is the time to cultivate friendship with myself, to be at peace with myself, despite all the things that upset me or that I do not accomplish.

The inner retreat is a time just for me. No one wants anything from me, I don’t have to be available for anyone. It is a time to cultivate friendship with myself, to come to terms with myself, despite all the things that annoy me or that I do not succeed in doing.

For me, it’s also a cure for loneliness. The feeling of connectedness (even and especially in times of social distancing), when my heart opens up and I really notice the people around me and their relatedness, even when physical closeness is not possible. The inner tingle when that connection “clicks” into place, like a magnet finding its place instead of just wandering around loosely. That feeling that it’s just as right as it is at this moment.

Zen is tangible and down-to-earth. In the here and now. In presence and in real life. Tangible connectedness.

This is not about esoteric enlightenment in some other better world, but about anchoring consciousness and strength in everyday life.

While many other meditation concepts focus on energy from above and inspiration, Zen draws strength from grounding. Those with their feet firmly on the ground do not fall over easily. Those who are deeply rooted can also flexibly adapt to the wind without losing their own position.

From the energy of grounding and the awareness of being rooted and upheld comes the space for inspiration. Inspiration that does not only live from idealistic dreams, but can be implemented tangibly in real life. How many plans fail because they have lost touch with reality? Zen is the (un-)gentle way to get ground under your feet again and to create real and thus sustainable results step by step.

The monastery's daily routine consists of contemplation, work, and joy

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.

Happy New Year

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.

✨Welcome 2022! 💫

Magic Moments

A few photographic impressions of the turn of the year and monastery grounds. In a week the weather has given everything snow, storm, rain, fog, bright sunshine...

The turn of the year–unforgettable!

Every transition needs a ceremony, so also here. Intense, soulful, energizing–vibrant!

Ressource-oriented Exit-Management

What remains when someone leaves?

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.

XING Puls HR München

Wertschätzende Trennungen

Es gibt Situationen, in denen die Option „Alternativen finden“ für alle Beteiligten der sinnvollste Schritt ist.

Trennung bedeutet einen wesentlichen Einschnitt in das Teamgefüge und eine gewaltige Änderung für den Einzelnen. Eine professionelle Begleitung des Prozesses ist daher Pflicht. Hier wird erarbeitet, wie sich das Team zukünftig aufstellen möchte, es ist also die Chance für eine Standortbestimmung und Neuorientierung, aus der notwendige Lernerlebnisse geschaffen werden. Das Team kann hier erkennen, wie es zukünftig zusammenarbeiten will, was es braucht und wie sich jeder Einzelne auf die neue Situation einstellen sollte. Für den Mitarbeitenden wird ein alternativer Karriereweg gestaltet, der noch besser passt.

Wichtig ist, dass jeder aufgefangen und ermutigt wird, den eigenen Weg zu gehen. Damit ist die Zukunft vielversprechend und praktikabel. Die Trennung wird für alle ein gesichtswahrender Prozess, der Erneuerung, Eigenverantwortung und Teamerlebnis fördert.

Gerne bieten wir ein kostenloses und unverbindliches Sparring mit unserer Expertin Irina Hagen an.

Wie kannst Du die Dich ressourcenorientiert on einem Teammitglied trennen, um die ganze Organisation zu stärken und den Paradigmenwechsel im Team boosten?

  • 30 vertrauensvolle Minuten
  • Perspektiven ermöglichen neue Lösungsansätze
  • Wegfindung, erste Schritte zur direkten Umsetzung
  • Aha-Momente für ungeahntes Potential

Hier kannst Du direkt einen Sparring-Termin online vereinbaren.

Irina Hagen

Muss es denn der Exit sein?

Die Job Crafting Canvas beschreibt eine innovative und wirkungsvolle Methodik in vier Schritten, um „persönliche Geschäftsmodelle“ zu entwickeln und den inneren Antreibern auszurichten. Mitarbeitende lernen, sich an Kundenbedürfnissen zu orientieren. Dies steigert sowohl die Motivation für die eigene Entwicklung als auch das unternehmerische Denken. Statt sich auf kleinteilige Aufgaben und Prozessschritte zu fokussieren, wird gefragt, welchen Mehrwert die Tätigkeit des Einzelnen für das Unternehmen bedeutet. Daraus entstehen neue Karrierewege, die Fähigkeiten, Bedürfnisse und Persönlichkeit des Mitarbeitenden einbeziehen, um sich so optimal an eine sich konstant wandelnde Welt anzupassen oder neue und befriedigendere Alternativen im persönlichen Arbeitsumfeld zu finden.

Die Arbeitswelt von morgen schon jetzt vorbereiten

Die Arbeitswelt von morgen schon jetzt vorbereiten. Aktuelle Herausforderungen gemeinsam meistern. Echte Zusammenarbeit ermöglichen. Teams gestalten, in denen alle ihr Potenzial entfalten können und nachhaltige Ergebnisse geschafft werden. Agilität leben. Verantwortung übernehmen. Lean-Ansätze nutzen und Innovationsmöglichkeiten durch Design Thinking erkennen und realisieren. Unternehmen zu einem Ort machen, in dem Menschlichkeit, Kreativität und Leistung im Einklang mit Wachstum und dem Unternehmenserfolg sind.

Wir wollen die Meta-Ebene und die Welt der Buzzwords verlassen und konkrete Lösungen erarbeiten. In einem kurzen Impuls von einem Experten im jeweiligen Thema geben wir den Rahmen und stellen relevante Perspektiven vor. Der Rest kommt von euch. Wir achten auf eine 100% Beteiligung aller Teilnehmer, so dass verschiedene Perspektiven und Erfahrungsschätze einfliessen.

Dabei geht es darum verschiedene Methoden vorzustellen und auszuprobieren und konkrete Lösungen, die ihr direkt bei euch im Unternehmen umsetzen könnt, zu erarbeiten.
Wir freuen uns, wenn ihr selbst einen Anwendungsfall habt, oder eine Methode ausprobieren wollt. Kurze Nachricht genügt.
Wir arbeiten in kleinen Gruppen und Teams. Daher ist die Teilnehmerzahl begrenzt. Wir arbeiten an einem Thema auf verschiedenen Workstreams und orientieren uns an den Ansätzen Lean und DesignThinking.

Mitmach-Workshop MenschWert

Alternative to the Christmas Party - Celebrating Team Successes Responsibly

A plea for personal connections

Corona forces us to be careful, to reduce social contacts to a minimum and all event possibilities, such as visiting the Christmas market together, celebrating in a bar or visiting the Escape Room have become almost impossible.


We humans are social beings, purely virtual contacts go against our nature. For the moment, we don’t know when the situation will improve. Even more so, we need tangible team cohesion right now, so that we can continue to do remote work socially and so that we don’t lose ourselves as teams.

In our webinar, we will show, how important closeness and connectedness are, why celebration is necessary, and how “LEGO® SERIOUS PLAY® as a winter party” can be used to meet the social needs of the team directly and sustainably in a responsible way. This happens either in the same physical space or alternatively we show you how emotional belonging can also be created virtually.

Based on a practical example, you will experience step by step how our Lego Serious Play Christmas party “works”.

On our Download-Page under Inspiration you can download the entire webinar in German.

Cohesion defines the team

"When social closeness is lost, there is a threat of desolidarization" A. Rödder In our webinar, we show how important closeness and presence are, why celebration is necessary, and how a "LEGO® SERIOUS PLAY® Christmas party can directly and sustainably satisfy the social needs of the team in a responsible way - in the middle of the pandemic.

Lego Serious Play Winter Party

  • Current situation & consequences
  • Importance of team and cohesion
  • Why are personal presence and closeness so important?
  • Importance of a (Christmas) celebration
  • Celebrating with LEGO® SERIOUS PLAY®
  • Team building: Creating the fundament for the next year

Bedeutung einer (Weihnachts-)feier

Trailer Webinar

Ein kleiner Vorgeschmack, was Ihnen das Webinar zeigt. Viel Spaß damit.

For leaders, team enablers and party animals

who and Why?

Celebration is elementary for the society.

Are you looking for a pandemic way for your team to celebrate the successes of the past year and to give the team a good foundation for a spirited start to the new year?

Give your team energy for the new year. Just give us a call, a lot of things can be clarified in a short conversation and additionally there are ideas what you can make possible!

Christmas surprises

Young Professionals gewinnen, halten, weiterentwickeln: Zukunftsfähige Mitarbeiterbindung von Nachwuchskräften

Co-Autorin Irina Hagen
Wie gelingt es, die Generation, die gegenwärtig in den Arbeitsmarkt eintritt, zu gewinnen, zu halten und zu Top-Leistungen zu animieren? Dieses Buch folgt dem Grundsatz “Retaining ist wichtiger als Recruiting” und beantwortet diese und weitere Fragen praxisnah und lösungsorientiert.
Unterschiedliche Experten liefern wertvolle Tipps für Personaler, Unternehmer und Manager, wie sie ihr Unternehmen durch die gelungene Bindung von High Potentials stärken und zukunftsfähig machen.
Aus dem Inhalt:
Wie wird ein Unternehmen agil, attraktiv und aufmerksamkeitserregend und bleibt es auch dauerhaft
Wie kann die Generation Y am besten angeworben, motiviert und gehalten werden?
Fundierte Lösungsansätze, Praxisideen und Best Cases für Unternehmen jeder Größenordnung und Branche.
Aus dem Inhalt:  Wie wird ein Unternehmen agil, attraktiv und aufmerksamkeitserregend und bleibt es auch dauerhaft Wie kann die Generation Y am besten angeworben, motiviert und gehalten werden? Fundierte Lösungsansätze, Praxisideen und Best Cases für Unternehmen jeder Größenordnung und Branche.
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