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AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

by Meike Hinnenberg | Mar 11, 2026 | Impuls series, Leadership and AI, Learning Transfer | 0 comments

AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever.

Meike’s Reflections on Artificial Intelligence

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

Meike’s Reflections on Artificial Intelligence

This is the first part of a new AI blog series by our Senior Learning Architect, Meike Hinnenberg. Read her thoughts below and stay tuned for more parts to come!

The history of mining, like the devastation it leaves in its wake, is commonly overlooked in the strategic amnesia that accompanies stories of technological progress. […] As San Francisco drew enormous wealth from the mines, it was easy for the populace to forget where it all came from […] Just like the mines that served San Francisco in the nineteenth century, extraction for the technology sector is done by keeping real costs out of sight.

(Kate Crawford: Atlas of AI)

[…] – that is, as I said, the use of active forgetfulness, a porter at the door, so to speak, a custodian of psychic order, quiet, etiquette. From that we can see at once how, if forgetfulness were not present, there could be no happiness, no cheerfulness, no hoping, no pride, no present.

(Friedrich Nietzsche: The Genealogy of Morals)

It is immediately by deviating from equilibrium of animals, from tranquility – a departure engendered by the fault of Epimetheus – that mortals occur. Before the deviation, there is nothing. Then the accidental event happens, the fault of Epimetheus: to have forgotten humans. Humans are the forgotten ones. Humans only occur through their being forgotten; they only appear in disappearing.

(Bernard Stiegler: Technics and Time, 1)

Introduction

It is the beginning of February 2026 in Berlin; shortly after the big blackout in southern Berlin; shortly after several deaths and devastating losses in southern Europe in the wake of Storm Harry; shortly after a judge of the International Criminal Court was sanctioned by the United States; shortly after a cold wave driven by a destabilized jet stream claimed lives in the U.S.; shortly after deadly storms and floods across South and Southeast Asia left thousands displaced, hundreds dead and entire regions submerged; shortly after Russian strikes left thousands of households in Kyiv without heating while, almost in the same breath, the Ukrainian government entrusted the development of the namesake lithium deposit in the Kirovohrad region to TechMet – an Irish company partly backed by the U.S. government’s Development Finance Corporation and the U.S. financial firm Rock Holdings – drawing the country into the competitive circuitry of the global battery economy; shortly after …

It is the beginning of February 2026 in Berlin, and the air outside is sharp with cold. Inside my aging apartment, warmth gathers despite the leaky windows. The radiators whisper with gas that has traveled from Norway, the Netherlands, Belgium, the United States, or Azerbaijan, holding back the easterly winds for now. I sit in my kitchen. Milk warms slowly on the stove; coffee – probably carried from Africa, Asia, or South America – rises in the espresso pot and fills the room with its wonderful, familiar scent.

I open my computer, assembled through supply chains that fade into opacity, dependent on minerals, infrastructures, and forms of labor that rarely enter the frame. I open it to read the news and to begin research for a series on AI I am planning to write – aware, somewhere in the background, that even a question posed to a machine draws on energies and resources far beyond the gesture of typing it.

From this kitchen table, my orientation turns toward two recent points of departure: Kate Crawford’s Atlas of AI and her video essay  Mapping Empires.

Meike’s Reflections on Artificial Intelligence

Chapter I – The Dispositif of Artificial Intelligence

In Atlas of AI, Kate Crawford peels back the layers – conceptual and material alike – that have accrued around what we have come to call Artificial Intelligence, revealing a construct whose hidden assumptions we inhabit daily, largely unaware of the consequences they set in motion.

Her analysis unfolds as a kind of cartography, recalling Gilles Deleuze’s notion of the dispositif: a field traced by lines of visibility and invisibility, by grand narratives and what they render mute, by modes of subjectivation, fractures, continuities, and crossings – lines that intersect and mutate without ever solidifying into a universal structure.

Technologies of Domination

To draw nearer to this dispositif, to traverse its terrain, Crawford adopts the figure of the atlas. The atlas makes palpable the material and spatial dimensions condensed under the name Artificial Intelligence, even as these very conditions – its infrastructures, labors, and extractive foundations – are frequently displaced from view. 

At the same time, it affirms the situatedness of all knowledge: each map offers only a partial orientation, shaped by choices of scale, emphasis, and omission. In this convergence of aesthetic visual ordering and epistemic claim, Crawford shows that mapping is not a neutral description but a creative and political act.

Even as Crawford insists on the partiality of her own account – presenting her work as an invitation to follow emerging paths, to linger in zones of disparity, and to witness how particular perspectives come into being – she remains attentive to the darker history of the atlas itself. For atlases have never been innocent instruments of orientation alone; they have also served as technologies of domination.

The God’s Eye View

It is precisely this ambivalence that grounds her central hypothesis: that under the name Artificial Intelligence, such cartographic power is once again being mobilized. Along familiar routes of colonial exploitation and driven by an ambition no longer to draw an atlas of the world but to stand in for it, this impulse recentralizes power within the field of AI, advancing claims of universality and totality that rest on extractive regimes.

In doing so, it seeks to translate movement, communication, and labor into data, rendering the world legible from what Crawford describes as a supposedly objective, centralized “God’s eye view”.

Deterritorialization and Reterritorialization

The atlas itself operates through a double movement of what Deleuze would call deterritorialization and reterritorialization. While its cartographic abstractions unsettle fixed spatial relations and open new pathways of thought, they also carry a long-standing capacity for capture and domination.

Crawford’s intervention can be read as an attempt to amplify the deterritorializing potential of the atlas, even as she meticulously traces the reterritorializing operations to which colonialism and contemporary AIrepeatedly return.

The Ethical Task

Dispositifs, as singular and historically situated configurations, neither begin from nor arrive at the universal. And yet, in their operation, they repeatedly give rise to gestures of universalization and ambitions of totality, effects that emerge from within rather than from any transcendent ground. It is for this reason that such claims need to be traced genealogically, followed back along the paths through which they come to assert themselves.

Against this horizon, the ethical task is not to oppose totalization with a quasi-moralistic counter-universal, but to remain attentive to these movements as they unfold: to introduce shifts, frictions, and alternative pathways that keep the field open.

Ethical resistance, if it is to remain worthy of the name, must itself resist the temptation of ideology, universalization, and closure. For wherever resistance hardens into morally indignant certainty or ideological form, it risks reproducing – under the guise of critique – the very logics of universalization and reterritorialization it set out to unsettle.

Meike Hinnenberg

Meike Hinnenberg

Learning & Development Consultant

Meike Hinnenberg is a trainer, Learning and Development Consultant, and Team Lead at MDI Management Development GmbH and specializes in communication, conflict management, diversity & inclusion, and lateral leadership.

  • LinkedIn

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by Zeca Ruiz | Feb 4, 2026 | Leadership Impact, Leadership Tips, Learning Transfer | 0 comments

How Do You Lead People Who Don’t Think the Way You Do?

Do you want to listen to this article? Click here to access our AI-generated audio version!

 

How do you lead people who do not think the way you do?

Leadership is a challenge, especially when you are not always aligned with your colleagues and employees. Our MDI Ambassador Zeca Ruiz proves that even resistance in your team can be a good thing. You want to know why and how to deal with this? Read this blog article to find out more!

First mistake: Don’t confuse alignment with unanimity

I want to start with a simple, and perhaps uncomfortable, provocation for many leaders. If everyone on your team thinks like you, something is not right.

For a long time, I believed that good leadership meant achieving quick alignment, minimal friction, and decisions flowing with little or no resistance. Today, I think exactly the opposite. Teams that are overly aligned, in the sense of agreement, tend to be fragile, predictable, and dangerous in the long run. One of the most common leadership traps is confusing alignment with unanimity.

Why You Seek Agreement

When we seek to make people think like us, it is usually not a strategic choice. It is about comfort. Agreement gives us a false sense of control, reduces our anxiety, and makes us feel validated. The problem is that it also removes the questioning that could prevent mistakes, poorly calibrated decisions, and strategic blind spots.

The truth is, you do not want people to think like you. You want them to challenge you. When they press the right buttons, the ones that test whether you truly believe in the direction you are proposing, they strengthen the decision, refine the path, and turn a personal idea into a collective commitment.

Strong contributors do not accept everything. They question, create tension, ask for clarity, and force the leader out of autopilot. And strong leaders can hold that space with presence, inner security, and genuine openness, without becoming defensive, without confusing discomfort with threat, and without silencing differences to preserve authority.

Why You Seek Agreement

This is exactly where a fundamental distinction comes in, one that deeply changed the way I lead and develop leaders. You do not need people to agree with the path. You need them to be committed to the shared destination. The role of leadership is not to create copies of yourself, but to sustain a direction that is clear enough to allow diversity of thought without losing coherence.

This Requires an Important Mindset Shift.

Questioning is not disloyalty. Thinking differently is not a lack of engagement. On the contrary, it is often a sign of responsibility, ownership, and genuine commitment to the outcome. In practice, what truly matters is ensuring that you and your team want the same outcomes, even if you take different routes to get there. That only happens when the leader stops trying to convince and starts translating the vision into the language, pace, and motivators of each team member.

People do not engage with your vision. They engage when they can see the vision through their own motivators and their own language. Now, moving into the practical side, here are a few DOs and DON’Ts that make a real difference in everyday leadership.

DOs

  • Align on the why before discussing the how.
  • Explicitly invite dissent in important decisions.
  • Publicly recognize those who challenge you with respect and constructive intent.

DON’Ts

  • Do not confuse questioning with a lack of commitment.
  • Do not demand alignment of form when alignment of intention is what truly matters.
  • Do not label people who think differently as difficult.

Putting Gen Z Into Context

How to Create Real Commitment

In addition, I like to work with a simple set of questions that help reveal motivators and create real commitment.

  • What makes you genuinely care about this project?
  • What would need to happen for you to commit even more?
  • What are you seeing here that I might not be seeing?
  • What would you regret not saying now if things went wrong later?

These questions do something powerful. They move a person from executor to co-creator. And when someone feels like a co-creator, the level of commitment changes completely.

Emotional Maturity All the Way

At the end of the day, leading people who do not think like you is less about management and more about emotional maturity. It is about holding tension without needing to win. It is about sustaining a direction that is clear enough for different voices to contribute without diluting meaning.

Perhaps the most noble role of leadership is not to create loyal followers, but to create spaces where different people can commit to something greater than themselves.

So, Here is the Final Reflection.

Who on your team truly challenges you today?
And when that happens, do you respond with defensiveness or with curiosity?

Zeca Ruiz

Zeca Ruiz

Leadership Trainer and Consultant

Zeca Ruiz is a Leadership Trainer, Facilitator and Consultant in Human and Organizational Development. He works in leadership development across Latin America and Europe, with experience in cultural transformation processes, team dynamics and the integration of systemic methodologies into corporate practice. He is a specialist in complex thinking, a generative coach and an integrative therapist, working at the intersection between human behavior, learning and the evolution of systems. He leads trainings, talks and development programs that combine depth, clarity and practical application to prepare people and organizations for high complexity environments.

  • LinkedIn

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Fostering True Workplace Commitment

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Fostering True Workplace Commitment

Throughout my years of practice, I’ve found that deep workplace commitment is achieved not through surface-level perks, but by meeting core human psychological needs.

The Q12 framework is a powerful, actionable roadmap because it directly aligns with Maslow’s Hierarchy of Needs, ensuring that foundational needs are met before higher-level drivers can activate.

The ladder to Psychological Commitment:

The Q12 questions systematically address Maslow’s hierarchy, from basic security to self-actualization:

Maslow’s Need

Q12 Focus

Management Action

Commitment Impact

Physiological/Safety

Basic Needs (Q01, Q02)

Clarity & Resources

Reduces anxiety; enables task focus.

Safety/Belonging

Individual Contribution (Q03, Q04) & Team Connection (Q05, Q10)

Strengths, Recognition, & Care

Creates Psychological Safety and a sense of value.

Esteem/Self-actualization

Growth (Q11, Q09, Q07)

Feedback, Purpose, & Voice

Drives discretionary effort and innovation by fostering fulfillment.

Create a Safe and Supportive Learning Environment

The business payoff:

By managing to the Q12, organizations systematically address these needs, leading to significant commercial returns:

  • Higher loyalty – meeting basic needs and fostering care reduces turnover.
  • Greater effort, connecting work to purpose (Self-actualization), drives discretionary effort.
  • Superior results – highly engaged (high Q12) teams report up to 23% higher profitability.

My takeaway:

Use the Q12 as your operational model to transition your workforce from simple satisfaction to unwavering commitment.

P.S. The practical steps of how to engage and how to commit are frequently addressed topics in my leadership seminars. Reach out if your organization is ready to move from measurement to meaningful action!

Marcin Swierkocki

Marcin Swierkocki

Trainer, Coach & MDI Partner

Marcin Swierkocki works as an HR business consultant who has specialized in L&D, change- and project management. He brings over 25 years of international experience in change management and operational development with him. His personal motto is influenced by Viktor Frankl: ‘Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth…’. His personal inspiration comes from his optimistic and positive character and by draining the energy that successfully supporting others gives him.

  • LinkedIn

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Self-Efficacy in Change: Why It Matters

Self-Efficacy in Change: Why It Matters

by Anita Berger | Dec 17, 2025 | Leadership Tips, Learning Transfer, Short Knowledge Bits | 0 comments

Why It Matters When Transformation Gets Hard

Do you prefer to listen to this article?

Click below to access our AI-generated audio version:

Self-Efficacy: Why It Matters When Transformation Gets Hard

Change can be exhausting.
Especially when things are unclear, priorities shift, and not everything is well-designed or well communicated.

You adjust. You adapt. You cope.
Sometimes with commitment, sometimes with resistance, sometimes with quiet frustration.

In moments like these, one factor becomes especially relevant:
how self-effective you experience yourself within the change — how oriented, capable and able to act you feel.

Not because the process is perfect.
But precisely because it often isn’t.

Change is a Process — Not a Straight Line

Change and transformation don’t happen in neat sequences.
They move in a recurring cycle of:

  • Making sense — understanding what is changing and why
  • Focusing & aligning — deciding where to place attention and energy
  • Acting & experimenting — trying things out, adjusting in motion
  • Reflecting & integrating — making meaning of what happened and what it changed

At the same time, how effective each phase becomes depends largely on how people experience themselves within it.

Change is a process — not a straight line

A Self-Reflection Checklist to Strengthen Self-Efficacy in Change

If you are currently involved in or affected by a change or transformation process, these questions are an invitation to pause and explore your own experience.

1. Perception — How am I making sense of what is happening?

  • What am I noticing most in this change right now?
  • What interpretations am I forming, and what alternative perspectives might exist?

2. Focus — Where is my attention in relation to influence and concern?

  • What am I currently concerned about that lies outside my control?
  • Where do I see opportunities to act or influence within my own Circle of Influence?

3. Mindset — How am I relating to learning and uncertainty?

  • What thoughts or reactions emerge when outcomes are unclear or mistakes happen?
  • How might a growth-oriented perspective change the way I approach this situation?

4. Personal change preference — What do I need to stay effective?

  • What kind of change energises me, and what kind of change drains me?
  • What conditions would help me stay engaged and capable in this phase?

Self-efficacy doesn’t mean controlling the change or having all the answers.
It means staying connected to your own agency within the process — even when the path isn’t clear.

Change processes need structure, direction, and people who design and guide them.
They also rely on individuals who can navigate their own perceptions, focus, and mindset within that structure.

Both sides are equally relevant.

  • Which of these questions resonates most with you right now?
  • Where do you notice your self-efficacy strengthening — or slipping — in change?

I’m looking forward to hearing your perspective!

Anita Berger

Anita Berger

MDI partner and trainer

Anita Berger is an executive coach, consultant, and trainer with a strong focus on leadership development in the VUCA/BANI world, design and facilitation of transformation processes and organizational culture development, as well as international human resources management. She is a co-owner and partner of MDI, Management Development International. With over 25 years of experience in management and leadership positions (including in the management of Coca-Cola Hellenic Austria & Slovenia & Konica Minolta Business Solutions) in various industries and company sizes, from medium-sized businesses to international corporations. Numerous contributions focus on leading virtual and hybrid teams, agile change management, organizational and leadership culture, as well as strategic talent management.
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How Do You Lead People Who Don’t Think the Way You Do?

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How Do You Lead People Who Don't Think the Way You Do? Do you want to listen to this article? Click here to access our AI-generated audio version!   How do you lead people who do not think the way you do? Leadership is a challenge, especially when you are not...
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How You Deal With Neurodiversity as a Leader

by Iris Kandlbauer | 3. February 2026 | Leadership Impact, Leadership Tips, Short Knowledge Bits | 0 Comments

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Anita’s Key to Success for International Cooperation

by Jana Wölfl | 3. February 2026 | Leadership and AI, Leadership Tips, MDI Spotlight Series | 0 Comments

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Fostering True Workplace Commitment

by Marcin Swierkocki | 14. January 2026 | Leadership Tips, Learning Transfer, Short Knowledge Bits | 0 Comments

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Marcin Swierkocki on the Full Range Leadership Model

by Jana Wölfl | 19. December 2025 | Leadership and AI, Leadership Tips, MDI Spotlight Series | 0 Comments

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Self-Efficacy in Change: Why It Matters

by Anita Berger | 17. December 2025 | Leadership Tips, Learning Transfer, Short Knowledge Bits | 0 Comments

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Generation Z isn’t the Problem but Our System is

by Zeca Ruiz | 3. December 2025 | Impuls series, International leadership development, Leadership in the digital transformation | 0 Comments

Generation Z Isn’t the Problem, but Our System is. Read this article on crossgenerational management by Zeca Ruiz to find out more!

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From Lab to Practice: What We Learned With AI

by Rafael Ungvari | 3. September 2025 | Digital Transformation, Leadership and AI, Short Knowledge Bits | 0 Comments

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Aligning Training Goals with Organizational Business Objectives

Aligning Training Goals with Organizational Business Objectives

by Marcin Swierkocki | Apr 10, 2025 | eLearning, Learning Transfer, Short Knowledge Bits | 0 comments

Aligning Training Goals with Organizational Business Objectives

Do you prefer to listen to this article? Click below to access our AI-generated audio version!

Aligning Training Goals with Organizational Business Objectives

In my experience, aligning training with business objectives is one of the biggest challenges – it requires in-depth preparation for a training project, e.g. understanding the cultural aspects of the organization, the potential obstacles that stand in the way of implementing newly acquired skills, and acquiescence on the management to implement new habits.

Here are several proven strategies that I’ve found effective in enhancing knowledge transfer and ensuring that training delivers real business impact:

1. Encourage Practical Application During Training

Enabling practical application while running a course – Whenever possible, I integrate real-life, job-relevant exercises into the training sessions. This allows employees to practically apply new skills in a safe environment classroom. By working with scenarios that reflect their day-to-day challenges, they are better equipped to transfer those skills back to the workplace.

2. Create a Safe and Supportive Learning Environment

A safe and supportive environment – this means e.g. helping delegates translate theory into practice. Additionally, the trainer’s role is to promote a culture of continuous collaboration while managing a seminar. I encourage the sharing of knowledge and good practices immediately among the delegates.

Create a Safe and Supportive Learning Environment

3. Continuously Evaluate and Improve Training Effectiveness

Monitoring and improvement through regular evaluations. I monitor the effectiveness of knowledge transfer by feedback interviews during and after training sessions. This allows me to focus on continuous improvement of the training content and tailor future sessions more effectively based on real needs. This iterative process of refinement is crucial for maintaining relevance and maximizing the return on training investment.

4. Reinforce Learning Through Follow-Up Sessions

Sustainable learning doesn’t end when the training session concludes. We, at MDI Training, hold regular 2-hour follow-up sessions usually 4 to 6 weeks after the training to ensure continued development and to address any emerging challenges. These sessions help reinforce key messages, revisit challenging topics, and provide a platform for participants to share their implementation experiences. They are also an opportunity to clarify lingering questions and re-energize commitment to behavioral change.

Conclusion

Using the above strategies can significantly increase the effectiveness of skills knowledge transfer in an organization.

For more information, feel free to address me directly – marcin.swierkocki@mdi-training.com or send me a DM on Linkedin. I’d also love to hear your tips and experiences that support your training effectiveness.

Marcin Swierkocki

Marcin Swierkocki

Trainer, Coach & MDI Partner

Marcin Swierkocki works as an HR business consultant who has specialized in L&D, change- and project management. He brings over 25 years of international experience in change management and operational development with him. His personal motto is influenced by Viktor Frankl: ‘Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth…’. His personal inspiration comes from his optimistic and positive character and by draining the energy that successfully supporting others gives him.

  • LinkedIn

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AI Ethics for Leaders: Why Context and Critical Thinking Matter More Than Ever

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A Success Story – When AI Sharpens Human Judgement

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How Do You Lead People Who Don’t Think the Way You Do?

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Anita’s Key to Success for International Cooperation

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Fostering True Workplace Commitment

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Marcin Swierkocki on the Full Range Leadership Model

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Self-Efficacy in Change: Why It Matters

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From Lab to Practice: What We Learned With AI

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Purpose – Why Hybrid is more than a Buzzword

Purpose – Why Hybrid is more than a Buzzword

by Peter Grabuschnig | Mar 14, 2024 | Impuls series, Leadership Tips, Learning Transfer | 0 comments

Purpose – Why Hybrid is more than a Buzzword

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.

Purpose – Why Hybrid is more than a Buzzword

Is hybrid just a new trend? And what do different life realities of our employees have to do with it? In his new Rise Course, our MDI trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership.

It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility. In this blog article, we will introduce you to the first pillar of the 3P model – Purpose. Enjoy reading!

What does hybrid even mean?

Even though the word hybrid can have different meanings in different contexts, one thing is clear – Hybrid is a mixture of two or more components. When we refer to Hybrid, we mean a combination of different workplaces, such as the office, the home office, or even abroad.

However, if we are honest, hybrid is still not perfect. That’s why I recommend considering how to enable more flexibility for employees in the future.

So who and what does this hybrid lifestyle have an impact on?

1. Ourselves:

In many companies you can now decide for yourself whether to work from home or at the office. This has significantly increased our flexibility.

2. The team:

Simply talking to our colleagues or going for a quick coffee break is not as easy as it used to be. Also, when planning office times, it is more likely to exclude others by forming groups or avoiding certain colleagues.

3. Leadership:

This goes far beyond the team level. It requires transparent communication, clear goals, and a strong commitment to the company. Maintaining performance and much more is expected of you as a leader.

4. Company:

Many companies are already considering what hybrid means for them and what benefits they can derive from it. One international client I advised even had the most productive year after the change to a hybrid setup.

Another customer decided to reduce the number of office buildings to 60%. The latter, however, is not a sustainable solution as there are days on which more people will want to go to the office.

An Appeal for better leaders

Why should I as a leader care about leading a hybrid team?

Around 45% of the global workforce, at least according to McKinsey, can do hybrid work. Whether we like it or not, for these 45% the newly gained flexibility plays an enormous role in balancing work and life.

Hybrid is also exciting from an evolutionary point of view – we went through the agricultural era, the age of industrialization, and the labor movement. Today, our computers and smartphones dictate when and where we work.

By deciding where we work, we are now able to balance our work and personal lives much better. Not only that, it has also improved other aspects:

1. Technology:

We had to learn how to use new technologies and things are now working that we couldn’t have thought possible a few years ago. For example, taking part in an online workshop with the whole team from home.

From a technical point of view, a lot has developed in the last few years. Some new technologies such as VR will digitalize our collaboration even further in the future. It would, for example, make it possible to meet in a virtual room in 3D instead of just looking at your laptop in two dimensions.

Other developments such as AI or augmented reality are also revolutionizing the way we collaborate remotely.

2. Employees:

We can no longer avoid a hybrid setup – that is mainly because our employees have demanded it and even threatened to quit if they can’t work in a flexible environment.

So to be an attractive employer today, you need to think carefully about what you need your employees to do in the office, where flexibility makes sense, and what you can offer them.

Let’s now take a closer look at the individual life realities of our team members…

People have different expectations and life concepts, their job has to suit them. If it doesn’t fit, you look for another job. The fact that many aspects of our work can be taken over by machines gives us more freedom to create.

The classical performance-based society which encourages a lot of overtime and focuses on presence is becoming increasingly outdated.

A Microsoft study has shown the situation regarding hybrid working among employees and their individual preferences. Two out of 10 respondents would like to work exclusively from the office. This can be due to a variety of reasons, such as feeling lonely at home.

Surprisingly, 3 out of 10 don’t want to go back to the office at all. This could be due to care obligations, for example. Half of the respondents want a combination. Some prefer one home office day per week, while others would like to have more. These figures give us an idea of how many different life realities we as leaders now have to juggle.

Hybride Arbeit

The one-size-fits-all approach is no longer possible and there is no uniform solution that satisfies everyone. We have to respond individually to each employee and develop a suitable solution for the whole team.

The work environment has changed considerably, but the requirements for leadership have remained the same. Employees still expect recognition, fairness, open and transparent communication, a motivating work environment in which they can develop, and flexibility to balance life and work.

The leadership priorities have shifted. For example, in the hybrid daily routine, much more attention needs to be paid to communication, so that everyone knows everything they need to know.

What has changed is not the content but the context in which we work. Thus, we need to adapt our systems and behavior to the context to be successful.

I would like to give you one more piece of food for thought. I would like to invite you to take a retrospective look at the last 6 months of your work.

  • What experiences have you had in terms of hybrid working? What has (not) worked well?
  • What were/what are your challenges?
  • What challenges will your team face in the future? What would you like to develop or continue from what you have already experienced and tried out?

You can do this task individually, with a colleague, or even in a small workshop with your whole team.

We hope you have enjoyed this snippet from Peter’s Rise course! You can contact us if you are interested in this course or follow along on our blog, where we will share other content of the course as well.

Click Here to Contact us
Peter Grabuschnig

Peter Grabuschnig

Trainer, Coach & MDI Partner

Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

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Get a glimpse into the elearning:

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.

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How to activate your growth mindset as a leader

How to activate your growth mindset as a leader

by Anita Berger | Jul 26, 2022 | Leadership Tips, Learning Transfer | 0 comments

How to activate your growth mindset as a leader

Sometimes we just can’t seem to get that one task done. We fail at every attempt and are already convinced that our skills are insufficient for this job. But that’s exactly where the problem lies. You’ll learn how to activate your growth mindset as a leader in this article.

Our attitude, the mindset, determines how we think

about some issues. If we always tell ourselves that it’s not possible to achieve success, it won’t happen.

We want to change your Fixed Mindset into a Growth Mindset. 

Growth vs. Fixed Mindset

When it comes to Mindset, we mainly distinguish between two types – the Growth and the Fixed Mindset. The Growth Mindset sees the constant possibility for self-improvement and self-optimization. This is contrasted with the Fixed Mindset – the attitude that one cannot expand one’s horizons and thus will not further develop their skills.

For a more detailed definition of the two terms, see the graphic below:

Growth Mindset – Easier said than done

Sure, Growth Mindset seems promising at first glance – but we can’t change our emotions overnight, after all. A good start is to believe in your own success and visualize a positive goal. This is necessary for a breakthrough, to always stay on the ball and not lose motivation.

Making Mistakes

Also, you need to accept that you will make mistakes while learning. But don’t see these mistakes as a sign of your failure, but as an opportunity to learn from them and take what you have learned with you for your future.

Questioning

Questioning and doubting can also help you solve a task faster. In doing so, the prefrontal cortex is stimulated, allowing you to approach your to-do’s with more attention. Even more, you can look at your work assignment from a different angle, a different perspective, which contributes to finding a solution faster.

 

In 5 steps to your success – 

How to activate your growth mindset as a leader

  • Take your time: Reflecting on your (re)actions, your points of view and of course your mindset needs a long and calm discussion.
  • Focus: Where you place an attention is where your energy flows. Allow yourself to give yourself fully to your learning goal.
  • Embark on an adventure: Your learning journey is an experience with ups and downs. Be prepared for any stumbling blocks.
  • Be open to new things: curiosity, inquisitiveness and a cool head will help you discover new aspects of the subject you are learning.
  • Change your language: phrases like “I can’t do that” to “I can’t do that yet”, or “That’s impossible to do” to “If I acquire the necessary skills, I can do that”.

Want to learn more?

In our book “Agile Leadership Development” (german version) you will find some exciting articles on this topic

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

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