One who does not listen, cannot lead.

"Aggression is everywhere - it just expresses itself differently."

"You can't do anything without taking a risk."

"To keep a car fit, you have to step on the gas regularly - it's the same with the body."

"For me, high performance means achieving more than you originally thought you could."

"Overthinking is underfeeling."

"The first step to managing yourself well emotionally is to become aware of your emotions."

"Breathing is the easiest way to improve the function of every cell."

30 billion. An incredible amount of money that flows into strategy consulting every year. And yet 50% of these initiatives fail. Why is that? For the guest in the current SMP LeaderTalk, the answer is clear.

Imagine you have a serious accident and the doctors give you only a few days to live. Would you feel grateful?

"A man's greatest enemy is himself." Strong, competent and assertive. This is the stereotypical image of men. But what remains if we emancipate ourselves from this image? When is a man a man?

"Recognizing the gift in the crisis is only possible through recognition and transformation."

"The further we move away from species-appropriate living, the more we accelerate the destruction of the hippocampus."

"Normalizing 'no' would help us not to see conflict as the opposite of harmony."

"Crises are the very worst thing that can happen to us at that moment."

Imagine you have the choice between 100€ or the possibility to save a human life. How do you decide?

Imagine you've made it: you're a top manager. Earn more money than they can spend. House, wife, children - and Robinson Club five times a year. And now imagine that all of that is suddenly gone.

"Time for something to change!" Anyone who says that puts their company on a transformation course. The problem: Only very few manage to stay on this path.

"Performance must be worthwhile," "Utopians are lazy sods," or "Harmony is for people without arguments." Pithy words. Strong opinions. And a clear stance.

This SMP LeaderTalk is a real highlight: Not only because management guru Dr. Reinhard K. Sprenger is a guest. But also because he is the first guest to participate for the second time.

We all want to be successful. At work and in our private lives. Easier said than done. But how do you do it anyway?

A painting company that knows its craft and guarantees absolute cleanliness? And who you don't have to pay if he works uncleanly after all?

This episode is something special: It is a double premiere.

A beacon of hope or a spectre? Transformation turns upside down, changes and brings something new. Not everyone wants that. But if you are prepared to embrace it, it offers a number of opportunities.

A scenario that brings beads of sweat to the foreheads of even experienced negotiators: A village that is to be evacuated. Residents who have been resisting for years. And entrenched protesters who are going all out.

German managers generally have a good understanding of leadership. And if there are problems in companies, they certainly don't come from the boardroom. That's how the answers sound when you ask executives about leadership in their companies.

The energy crisis is dominating our everyday lives, artificial intelligence is unsettling us, and Germany's position as a business location is wobbling. So what does our future look like?

Hand on heart: How often do we torture ourselves through our lives? We see problems in everything, get angry about things that we can't change anyway, or sink into whining and complaining about our big and small aches and pains.

Superglue, the brownie recipe or post-its. We all know them. What do they all have in common? Great ideas that have enriched our lives - and that all came about by pure chance.

Reinhold Messner's life is characterized by absolute extremes. He is considered a mountaineering legend, a border crosser, an adventurer, but also a philanthropist and an artist in life.

If you look into many German companies, you will see a lot of entrenched traditions, rigid processes and a "we've always done it that way" mentality hovering over everything.

We’re in the year 2030. The idea of doing your own homework has long been a thing of the past. And jobs such as that of a bank adviser have long since disappeared from our everyday lives.

Upheaval, transformation, change. Strong words with huge impact. Or none at all.

We ought to be pretty optimistic about our ability to prevent climate change. After all, we’ve got some innovative technologies, some great ideas and the creative minds to make them happen.

Medial junk food, news 24/7, and being constantly online. Our brain is flooded with stimuli on a daily basis. Even in our leisure time, we are permanently surrounded by media exposure. So it’s high time we unplugged.

“If you are not gaining customers automatically, you are wrongly positioned!” states Peter Sawtschenko, leading expert on positioning strategies.

24 years is a long time. Especially when you realise that that is exactly the length of time we spend sleeping on average in our lives.

Freedom and flexibility instead of rigid structures and complex processes. New Work promises a sustainable future world of work.

Inflation and rising prices. We are going through demanding times. The economy in particular is currently facing huge challenges.

Do people automatically look for the lowest price? And under what circumstances are we prepared to pay more?

You can’t have a future without a past. That applies to most areas of life, especially or particularly future leadership because 20th century company management is definitely defining the future of leadership.

Many projects and bureaucratic structures give us a framework in which to act, but they don’t provide motivation according to Oliver Sowa, CEO of the Beutlhauser Group.

Generation Z is no longer willing to perform?! They just curl up in their comfort zone of smartphone, tablet and social media, and are simply not what we would call high-performers. But is that really true?

If we don’t make a good overall impression, we won’t be heard, says Monika Matschnig, Germany’s No. 1 expert on body language, in conversation with Georgiy Michailov, Managing Partner at Struktur Management Partner.

The dark triad – a combination of narcissism, Machiavellianism and psychopathy – is an unfavourable personality trait that is at the same time perceived as being particularly charismatic, says Ralf Lanwehr, Germany’s most funded business psychologist and expert in evidence-based leadership.

Crises erupt suddenly out of normality because we are unable to predict certain things, and our attempts to change situations through targeted prohibition are short-sighted according to Professor Christian Rieck, a leading expert on game theory who is a popular YouTube influencer with over 270,000 followers in Germany.

In this podcast, Georgiy Michailov, Managing Partner with Struktur Management Partner, talks to Europe’s most innovative trend researcher, Sven Gábor Jánsky.

Why enduring suffering is easier than taking action is a core question explored in the work of Dr Reinhard K. Sprenger, who is a prominent expert on management and leadership in German-speaking countries.

The body doesn't need a huge amount of attention; a few changes are often enough, says leading health and fitness expert Patric Heizmann.

The combination of psychology, artificial intelligence and the simulation of complex decision-making situations has made Professor Dr Dietrich Dörner an exceptional figure in psychological research, and a much sought-after interview partner for Georgiy Michailov, Managing Partner with Struktur Management Partner.

For many people, strategy is a difficult concept to grasp – something they associate more with magic than with science.

20 years ago, people were already talking about service. And, as Sabine Hübner notes, people will still be talking about service in 20 years’ time.

Using artificial intelligence for real-world decision-making. AI pioneer and entrepreneur Chris Boos talks with Benjamin Klenk (Partner at Struktur Management Partner and expert for e-commerce and digital transformation) in an interview about the definitive signs that we are now in a paradigm shift in management and business decision-making.

What kind of leadership is needed for phases of radical upheaval like the one we are in, and will be needed in future?

Making out the future, shaping the present: Knowing how to proceed post-pandemic!

Resilience has become a buzzword. The concept is not about getting through crisis unscathed, it’s about cultivating effective crisis management capabilities within your organisation.

Is gut feeling more reliable than Big Data? The research of Prof. Dr Gerd Gigerenzer, Director of the Max Planck Institute for Human Development in Berlin, has attracted worldwide attention for the insights revealed on how people approach risk and decision-making in extreme situations. test

The error of overestimating oneself. Are we really as knowledgeable as we think we are? Can we really move as quickly as we think we can?