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How can I actively share knowledge as a leader?

How can I actively share knowledge as a leader?

by Anita Berger | Nov 11, 2022 | Leadership Tips, learning effectiveness, Learning Transfer | 0 comments

How can I actively share knowledge as a leader?

Knowledge management – I know that I know (nothing)

How do you deal with knowledge management as a leader? What do we really know and how can we use it to our best advantage? 

Mentoring & Knowledge Management

Our MDI partner Anita Berger focuses on mentoring and knowledge management. We asked her a few questions on this topic and came up with some exciting approaches.

You can find them here in this interview:

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn

What is knowledge management as a leader or mentor all about?

What is behind explicit and tacit knowledge?


The active and conscious generation, the use and sharing of knowledge in organizations are decisive competitive factors. Managers and mentors make a relevant contribution to this. They can make knowledge available themselves, as well as create the framework and an environment that enables and promotes knowledge management.

Explicit Knowledge

Knowledge management seems to be easier when it comes to explicit knowledge. That is, when “we know what we know” and it is “only” a matter of making this knowledge available.

Tacit Knowledge

It becomes more challenging when it comes to tacit knowledge. Implicit knowledge is the kind of knowledge that we are not always aware of – where we don’t even know what we know.

The development of explicit and tacit knowledge can be vividly described using the following example from everyday life: In the beginning, we learn explicitly: traffic rules, shifting gears, operating the clutch, … Every single step is thought through consciously. After some time, we just “drive” – it has become implicit knowledge.

We cannot easily describe what or how we do something, how we came to a decision or how we acquired the knowledge.

How can we now succeed in making tacit knowledge available ?

What concrete tips do you have for this?


The STAR method
– often known as an interview technique in recruiting – as well as the Knowledge Management For Implicit Knowledge Canvas – both are methods/techniques to become aware of what you know as a leader or as a mentor, so that you can then share this very valuable knowledge.

How does the STAR principle work and how can we apply it?

The STAR interview method is an acronym and stands for

  • Situation
  • Task
  • Action
  • Result

The STAR interview method

If, as a mentor or leader, I want to pass on knowledge about how a particular customer project was won, a cultural initiative was successfully implemented, a critical discussion with challenging stakeholders was conducted in a solution-oriented manner, or even what was a real “fuck-up” in team leadership, the STAR interview method can help.

It enables us to identify more clearly what contributed to success or to recognize what needs to be done differently in the future. Thus, implicit knowledge becomes explicit again.

  • SITUATION: What was the initial situation? Who was involved? What were the general conditions?
  • TASK: What was your task/assignment? What did you want to achieve?
  • ACTION: What did you do concretely? What concrete steps did you take?
  • RESULT: What was the concrete result? What were the consequences? What results did you achieve?

How does the Knowledge Management Canvas help us?

The Knowledge Management Canvas provides a framework to identify where tacit knowledge may exist. It provides valuable starting points for active knowledge sharing through active engagement with the areas of the Canvas.

Knowledge Management – Tacit Knowledge Canvas

So how we can promote and share our knowledge is not too difficult. Often, it simply requires a more structured approach to share as a leader or mentor relevant information.

What might help you next?

The Lasting Impact of Leadership Horizon – Meike’s Perspectives

by Meike Hinnenberg | 2. July 2025 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 Comments

The Lasting Impact of Leadership Horizon - Meike's Perspectives Do you prefer to listen to this article? Click below to access our AI-generated audio version!The Lasting Impact of Leadership Horizon - Meike's Perspectives MDI’s Meike Hinnenberg shares her reflections...
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AI in Leadership in 2025: Impressions from Leadership Horizon

by Christoph Wirl | 1. July 2025 | Leadership and AI, MDI Inside, Short Knowledge Bits | 0 Comments

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Leadership and AI: Between Responsibility and Opportunity

by Marina Begic | 6. May 2025 | Digital Transformation, Leadership and AI, Leadership Tips | 0 Comments

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AI Hears; Humans Listen: Become a Master of Attunement

by Hamza Khan | 18. April 2025 | Digital Transformation, Leadership and AI, Leadership in the digital transformation | 0 Comments

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Success Through Change: How to Stay Oriented During Transitions

by Anita Berger | 14. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

Success Through Change: How to Stay Oriented During Transitions Do you prefer to listen to this article? Click below to access our AI-generated audio version:Success Through Change: How to Stay Oriented During Transitions Change processes often involve challenges....
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Aligning Training Goals with Organizational Business Objectives

by Marcin Swierkocki | 10. April 2025 | eLearning, Learning Transfer, Short Knowledge Bits | 0 Comments

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4 Tips on How to Shape Change Processes as a Leader

by Anita Berger | 3. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

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MDI’s Leadership Lab: Unlocking the Future of Leadership Training

by Florian Biedermann | 25. March 2025 | Leadership and AI, Leadership in the digital transformation, MDI Inside | 0 Comments

MDI's Leadership Lab: Unlocking the Future of Leadership Training Would you like to listen to this article?  Click here to access our AI-generated audio version! Have fun listening ;)MDI's Leadership Lab: Unlocking the Future of Leadership Training The world of...
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AI Transformation: How Companies Need to Adapt

by Gunther Fürstberger | 12. February 2025 | Digital Transformation, Leadership and AI, Leadership Tips | 0 Comments

AI transformation: how companies and leaders need to adapt Economic history repeatedly shows how technological leaps revolutionize entire industries. 150 years ago, sailing ships dominated world trade, while steamships were only used on lakes and rivers. But within 30...
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No Success Without Diversity: Why It Matters

by ARS Academy, MDI | 5. February 2025 | Best Practice, Leadership and AI, Leadership Tips | 0 Comments

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Agile mindset beyond company boundaries

Agile mindset beyond company boundaries

by Book "Agile Leadership Development", Marina Begic | Oct 20, 2022 | Agile Leadership, Digital Transformation | 0 comments

Agile mindset beyond company boundaries

In order to compete in a constantly changing market, companies must be able to react quickly to changes.
Strong networking, increased knowledge exchange and an agile mindset beyond company boundaries are crucial.

Leadership in times of crisis

We are in highly uncertain times – everything around us is always changing and no decision is really definite. Every day we are confronted with new and unfamiliar challenges.

Sometimes, as a leader, it can feel overwhelming. In this article, you will find some practical tips on how to handle challenging situations to the best of your ability.

Without continuous development, there is stagnation

A simple but important skill when managing crises is the will to keep developing. If you grow both personally and in your role as a leader, you can essentially work in a calmer and more reflective way.

Smart networking

For this, it is important to have a good network and to share knowledge within it. Doing so is important because with an ever-increasing amount of information, we remember less and less and find it difficult to filter out the relevant information.

Find your community

Until now, most professionals exchanged knowledge at business events like Leadership Horizon – at summits, congresses or events. However, there are also virtual communities on all kinds of topics. One example is our community personalist.at – a platform for HR experts or the LinkedIn Leadership Community, where leadership development is the leading topic.

Open Knowledge

In order to learn sustainably, it is not only our previous components of technology and people that are important – but also digitisation. This is where the concept of Open Knowledge comes into play. Knowledge is open when it is easily

  • accessible,
  • changeable
  • and shareable by all.

This perspective requires organisations to reflect on how they deal with information and how it is distributed. Open Knowledge thus plays a role not only in future training, but also in the economic survival of companies.

Agility according to the TIE model

(by Gunther Fürstberger) 


In terms of the TIE model, the following factors are necessary for an agile approach:

  • Transparency (T) between companies in terms of information exchange.
  • Iteration (I) – tools, methods and content are tested and reviewed in short cycles – leading to rapid further development
  • Empowerment (E) by trusted guides, executives, opinion and market leaders.

The principle of agility is generally seen as a requirement for the ongoing changes we face. It no longer functions  as a buzzword, but rather as a must in order to be able to deal with crisis situations.

In the future, we should therefore be able to apply an agile mindset not only within a company, but also beyond the company’s boundaries.

Marina Begic

Marina Begic

Digital Business Development Expertin und Senior L&D Consultant

Marina has been working on new, effective learning methods and the future of corporate learning for over 15 years. In her current role, she is responsible for Digital Business Development at MDI, where her focus is not driven by the current buzzwords, but primarily on the feasibility of digital transformation for clients such as Erste Group, Lenzing, Semperit, Deutsche Bahn, Andritz AG, Uniqa, Mayr-Melnhof, Frequentis, RHIM. Her greatest strength is bringing loose ends together, which she impressively demonstrates time and time again with her big picture view and multi-dimensional approach. Her greatest passion is to provide learners not only with an experience, but also with real, lasting value for their real challenges.

  • LinkedIn

What serves you next?

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

Explore now!

Or maybe this? 

The Lasting Impact of Leadership Horizon – Meike’s Perspectives

by Meike Hinnenberg | 2. July 2025 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 Comments

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Success Through Change: How to Stay Oriented During Transitions

by Anita Berger | 14. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

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4 Tips on How to Shape Change Processes as a Leader

by Anita Berger | 3. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

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Successful Team Building for Boehringer Ingelheim RCV

by Anita Berger | 29. March 2024 | Customer Story, International leadership development, MDI Inside | 0 Comments

Successful Team Building for Boehringer Ingelheim RCV Do you prefer to listen to this article? Click below to access our AI-generated audio version:Successful Team Building for Boehringer Ingelheim RCV In the interview with our MDI trainer and partner, Anita Berger On...
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Organize Your Team in a Hybrid Workplace

by Peter Grabuschnig | 14. March 2024 | Impuls series, International leadership development, Leadership in the digital transformation | 0 Comments

Organize Your Team in a Hybrid Workplace Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.Organize Your Team in a Hybrid Workplace In his new Rise Course, our MDI trainer and...
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Exploring the Influence of AI on Leadership Roles – an experiment by a CEO

by Gunther Fürstberger | 14. November 2023 | International leadership development, Leadership and AI, Leadership in the digital transformation | 0 Comments

Exploring the Influence of AI on Leadership Roles: Learn more about the ongoing ChatGPT experiment by MDI CEO Gunther Fürstberger Do you prefer to listen to this article? Click below to access our AI-generated version. Exploring the Influence of AI on Leadership...
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AI as a Co-Trainer in Leadership Development

by Gunther Fürstberger | 14. November 2023 | Impuls series, International leadership development, Leadership and AI | 0 Comments

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Recap: This was the L&D Summer at MDI

by Iris Burner | 3. October 2023 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 Comments

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Promoting Cohesion and Retaining Talent: Leadership in Focus

by Peter Grabuschnig | 17. August 2023 | International leadership development, Leadership in the digital transformation, training new leader | 0 Comments

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What is Sustainable Individualization in Leadership?

by Iris Burner | 28. June 2023 | Digital Transformation, Leadership Impact, Leadership in the digital transformation | 0 Comments

Sustainable individualization in leadership - pious hope or real alternative? In line with the last blog post on our MDI website "Inner Development Goals For a Better Leadership World", this time we dedicate ourselves to the megatrend topic of individualization and...
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3 tips for efficient and sustainable OKR results

3 tips for efficient and sustainable OKR results

by Gunther Fürstberger | Oct 17, 2022 | Best Practice, Leadership Tips, Training Insights | 0 comments

3 tips for efficient and sustain

Do you want to learn more about OKR – Objectives & Key Results? Here are 3 leadership tips for efficient and sustainable OKR results.

1. Reserve the meeting dates for a year in advance

Long-term OKR scheduling

Long-term scheduling makes it easier to adjust to spontaneous changes on short notice. OKR meetings should become a routine. Habits, once achieved, require little energy. When team members have learned that, for example, the OKR quarterly planning meeting is always on the last Thursday of the quarter and an OKR check-in meeting is scheduled every other Thursday in between – OKR becomes a no-brainer.

OKR should become a no-brainer

Experience has shown that only the timely meetings are a challenge due to many other planned events. If you always send the appointment invitations for the entire next year, the company will get used to it and you will have more energy for content-related work.

Very practical are serial appointments with individual corrections, e.g. if they fall on holidays or on the Christmas vacation.

2. Max. 8 participants in the quarterly OKR planning meeting

The optimal OKR meeting size

4 – 8 participants are an optimal size for quarterly planning meetings, in order to consider sufficiently different perspectives on the one hand and to be able to discuss actively and time-efficiently on the other. However, if the team consists of fewer members, that is also OK. 2-3 people can manage with much less time.

In planning meetings at higher hierarchical levels, such as when developing the OKR set for the entire company, more people often want to be present. This is understandable, since the quarterly priorities are set for the company.

However, discussions with more than 8 people can be lengthy or lead to different levels of participation.

Take turns and have a OKR rotation schedule

One proven way to keep the number of participants low is for owners of similar departments or functions to take turns participating. If you personally do not have a place in the next meeting, you can make your wishes known in advance via the backlog list or another representative.

All hands OKR meeting

Never has it been more important to adjust continually to a dynamic environment. OKR proves to be a great method to overcome crisis situations – read more about it here. 

3. Visualize the progress also during the quarter 

Discuss your progress regularly

Choosing well-worded OKRs is one side of success, the other is discussing progress regularly, e.g. bi-weekly. For this, it helps to visibly grade progress. Some prefer to work with color codes from the beginning. I.e. all Key Results start in red and partly reach the colors orange, yellow and green during the quarter. Others prefer to work with the numbers 0,0 – 1 during the quarter and use the colors only at the quarterly review. A third possibility are progress bars, where the filled area increases step by step.

Progress visualization increases motivation because messenger substances such as dopamine and endorphins are released in the brain.

Mag. Gunther Fürstberger

Mag. Gunther Fürstberger

CEO | MDI Management Development International

Gunther Fürstberger is a management trainer, author and CEO of Metaforum and MDI – a global consulting company providing solutions for leadership development. His main interest is to make the world a better place through excellent leadership. He has worked for clients including ABB, Abbvie, Boehringer Ingelheim, DHL, Hornbach, PWC and Swarovski. His core competence is leadership in digital transformation. He gained his own leadership experience as HR Manager of McDonald’s Central Europe/Central Asia.  At the age of 20 he already started working as a trainer.

  • LinkedIn

What serves you next?

Benefits of OKR

What are the benefits of the OKR system?

What are the benefits of the OKR method and how does it work exactly? MDI trainer and OKR master Susanne Spath gives us an introduction and a story to visualize the OKR method.

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Agile leadership orientation and basics

Agile leadership - orientation and basics

There are plenty of agile methods – but what are the benefits of each method? MDI trainer Alexandra Sock talks about her agile leadership seminar, which gives you an overview of different agile methods.

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Scrum& Agile leadership

Scrum & Agile leadership

Scrum is one of the oldest agile methods and is the mother of all agile methods in many people’s opinion. Susanne Spath is OKR master and Scrum certified gives us an introduction to this method and tells us for whom it makes sense to implement Scrum.

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or maybe this?

How to become resilient? Your personal superpower

How to become resilient? Your personal superpower

by Anita Berger, ARD | Sep 26, 2022 | Agile Leadership, Leadership Tips | 0 comments

How to become resilient? Your personal superpower

Meeting the challenges in the VUCA/BANI world

In this article you will get an insight into key competencies as well as starting points to strengthen your own resilience. Concrete reflection questions and tips for implementation will let you become a “pro” of your own superpower.

VUCA & BANI

VUCA or BANI as explanatory models for our challenges

In our daily professional lives, we are constantly confronted with turbulence. The following models provide a framework to bring challenges closer for companies and for society as a whole:

All these terms define what we are up against in this ever-changing society – a fragile system that is only fueled by uncertainty and anxiety, as well as complex, non-linear problems. The demands on organizations and leadership are sometimes ambiguous and contradictory, but also incomprehensible.

Key competencies for your superpower

to meet these challenges

Resilience in dealing with crises and challenges

Jamais Cascio counters these complex models with a response option: RAAT (Resilience, Awareness, Adaptation and Transparency). For the first factor alone – resilience – there are several models. I present the Vienna Resilience Model below.

Seven key resilience competencies

The Vienna Resilience Model describes seven key resilience competencies that positively influence a person’s resilience:

The basic pillars of resilience are 

  • acceptance
  • optimism
  • self-fulfilment
  • responsibility
  • network orientation
  • solution orientation
  • future orientation.

Each of these factors plays an important role in strengthening one’s resilience.

Strengthening the superpower of resilience holistically

In contrast to the Vienna Resilience Model, Stephen Covey identifies four pillars in his 7 Habits of Highly Effective People, which are also found in most other models to strengthen one’s resources and thus one’s resilience.

When reflecting on how you use your resources, you should take each resource individually and consider how well you take care of each. This could be in the form of the following approaches, for example:

  • Physical: I regularly keep myself informed about things that affect my health and fitness.
  • Mental: I clear my head every day through, for example, music, silence or relaxation exercises.
  • Social: I listen to others and pay attention to what they have to say instead of thinking about what I want to say.
  • Spiritual: I have the courage to stand my ground even when others oppose me.

Becoming the “pro” of your own superpower –

tips for implementation

If we want to strengthen our resilience, we sometimes need to develop new habits and behaviors or retrain “bad habits” (for example, taking the stairs instead of the elevator). James Clear’s (2020) 1% method states that the best way to achieve goals is to get a little better every day, i.e., to work towards them in small steps for maximum impact. Improving 1% per day will yield a 37-fold increase in one year.

Conclusion

The VUCA or BANI world presents challenges to all of us. In dealing with these challenges, we can further “nurture” or build our key competencies of resilience by being aware of them as a first step.

In small steps and with the coupling to our previous habits, we can then integrate our resources, which further strengthens our superpower resilience holistically into our behavioral repertoire

Read the full (german) article that was written for ARD Magazin | Edition 6814/6/2022

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn

What might help you next?

The Lasting Impact of Leadership Horizon – Meike’s Perspectives

by Meike Hinnenberg | 2. July 2025 | Leadership Impact, MDI Inside, Short Knowledge Bits | 0 Comments

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AI in Leadership in 2025: Impressions from Leadership Horizon

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AI Hears; Humans Listen: Become a Master of Attunement

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Success Through Change: How to Stay Oriented During Transitions

by Anita Berger | 14. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

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Aligning Training Goals with Organizational Business Objectives

by Marcin Swierkocki | 10. April 2025 | eLearning, Learning Transfer, Short Knowledge Bits | 0 Comments

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4 Tips on How to Shape Change Processes as a Leader

by Anita Berger | 3. April 2025 | Impuls series, Leadership Impact, Leadership Tips | 0 Comments

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MDI’s Leadership Lab: Unlocking the Future of Leadership Training

by Florian Biedermann | 25. March 2025 | Leadership and AI, Leadership in the digital transformation, MDI Inside | 0 Comments

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AI Transformation: How Companies Need to Adapt

by Gunther Fürstberger | 12. February 2025 | Digital Transformation, Leadership and AI, Leadership Tips | 0 Comments

AI transformation: how companies and leaders need to adapt Economic history repeatedly shows how technological leaps revolutionize entire industries. 150 years ago, sailing ships dominated world trade, while steamships were only used on lakes and rivers. But within 30...
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No Success Without Diversity: Why It Matters

by ARS Academy, MDI | 5. February 2025 | Best Practice, Leadership and AI, Leadership Tips | 0 Comments

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Third Workplace – A Plea for More Flexibility

Third Workplace – A Plea for More Flexibility

by Aline Deporter | Sep 20, 2022 | Best Practice, Leadership Tips, MDI Inside | 0 comments

Third Workplace – A plea for more flexibility

And here I am, sitting in Croatia, on the decked patio, at the dining table with my work laptop and a sleeping cat – that came with the all-inclusive holiday home ?

Work from Anywhere

Spontaneously I decided in the morning to have a “Work from Anywhere” day instead of my current holiday day – because the weather is not looking inviting. Instead, I put my holiday day on next Monday. With bright sunshine, a day at the beach is simply more fun and the relaxation factor is much higher.

Transparent communication

Luckily, our CEO feels the same way – one WhatsApp message later, the plan is set. Partner and holiday companions have flown out, so the necessary rest is guaranteed. Let’s get started!

I immediately informed our team via Microsoft Teams message @all – about the changes in my availability. When you are not visibly on site, transparent communication is all the more important. Some team members quickly took the opportunity to clarify urgent issues with me.

About Aline

Aline joined MDI in 2020 as a Marketing Manager with over 10 years of B2B marketing experience. She is primarily responsible for the overall coordinated organisation of MDI’s advertising activities and the management of marketing projects. This includes, among others, the MDI Business Unit SDI as well as Leadership Horizon and personalist.at. Aline is a strong marketing all-rounder with a passion for leadership development, digital transformation and event organisation.

In this article, Aline shares her personal experiences and some “Third Place Working” learnings.

What do I need to work effectively from anywhere?

  • A good internet connection (this is probably not a big surprise). It’s best to clarify the internet performance again by phone or email directly before you go on holiday
  • Shade when working outdoors. That way the laptop screen is not blinding
  • An extension cable (sounds trivial, but this way you can really work from anywhere)
  • If you have the possibility of renting a holiday home/hotel room with a furnished workstation or at least a PC screen, it’s even better
  • Think of enough screen breaks
  • A certain time structure and work packages with breaks
  • Water, coffee, refreshments of choice

Get to know your own working style

Personally, fewer distractions are better for me. By that I mean children, family, friends, etc. In other words, people who are not working with me at the same time. Because I am definitely a “people person”. If other people who are not working talk to me frequently, I get distracted more quickly.

So my tip here would be: get to know your own working style. I am very creative, for example, in moving forms of transport (plane, train, bus, car, etc.) or when things are happening passively around me (coffee, park, waiting room, etc.).

It shouldn’t be too quiet for me. I love music in the background and vary the style of music according to the motivation I need (chill out always works, classical music helps me to concentrate, 90s songs motivate me and encourage me to sing along loudly).

It’s also good to have several seating options so that you can remain at least somewhat ergonomic. A pool to cool down and get some exercise in between is of course a big plus. But a yoga mat or a short walk will also do.

Pro Tip – Coworking Spaces:

If there is little/no opportunity to work quietly or more ergonomically, look for co-working spaces (with daily or weekly rates) in your area. There are now an increasing number of them. Apart from the better quality of work, you can network during breaks and make new, exciting contacts.

In my area, currently Pula, there is for example the Club Kotac with free admission, air conditioned, fast internet (30/20 Mbit/s), 10-18h Mon – Fri. A great alternative!

Currently, however, I don’t want to abandon the cat, so I’ll stay ? .

There are already some search tools to help you with your quest here:

  • coworker.com
  • coworkbooking.com
  • heydesk.com
  • instantoffices.com
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Flexibility as a motivating factor for work?

Employer Attractiveness – Trends and Tendencies

By coincidence, the new issue of Personalmanager is lying next to me at the moment. The main theme of the issue is “Employer Attractiveness”.

So, what makes an employer attractive to me?

I don’t have to think about that at all: definitely high flexibility, personal responsibility, fair compensation as well as opportunities for further development, the team and the common purpose. If you look at the latest surveys on this topic, then I am not alone in this.

Needs of Gen Z & Millenials

Deloitte surveyed 23,000 Gen Z’s and Millennials about their workplace experience. The strongest topics communicated were purpose & financial security. Due to the current global situation, both generations are worried and uncertain. This has an impact on loyalty. Almost 40% (Generation Z) want to leave their job in the next 2 years.

As an employer, you should take a closer look here. Flexible working hours & locations, purpose as well as fair remuneration should be at the top of the list of must-haves.

The Hybrid Work Concept

We at MDI have been embracing the hybrid work concept, also known as the synchronous hybrid model, for some time now. Our team likes to work this way and, according to a study by Cisco, it is also very popular with other employees.

Specifically, this means a mixture of office, home office and third workplace (on the road). MDI’s hybrid work concept currently includes 60% office, 40% home office and 3 weeks third workplace (e.g. workation). I combine one week of this with a week’s holiday in Croatia, for example. The other two weeks will be spent by two other MDI colleagues and me in Greece (Rhodes). This strengthens team bonds and increases the motivation to work on location.

Open and authentic corporate culture

Of course, the respective work concept has to fit the company. The larger, the more organisationally complex.

The right way will look different for every organisation. However, I think it is important to have a clear, open and authentic corporate culture.

Potential new employees should know exactly which working concept applies and which working modalities have to be dealt with. That way, they can get a clear picture of the future work in advance. As a company, this can also reduce the fluctuation rate.

Trust & Flexibility –
Third Workplace – A plea for more flexibility

I nevertheless plead (where possible) for more flexibility. As an organisation and/or leader, have the courage to trust – because flexibility boosts mutual trust.

In my opinion, employees should be given the highest possible flexibility in order to even be able to fulfil their role as a strong and reliable member of the team.

From my own experience, I can report that this increases motivation and loyalty immensely. And sometimes all it takes is a simple WhatsApp message …

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