© 2026 Linelia.io.

Posts about mindset

Tag: mindset

  • From “What Now?” to “Who Owns This?”

    From “What Now?” to “Who Owns This?”

    In my last post, I wrote about a question that often changes the direction of a discussion:

    “What now?”

    Once people move from explaining what’s wrong to thinking about the next step, the whole energy in a room usually shifts.

    But there’s another small question that often matters even more for ownership in meetings:

    “Who owns this?”

    And interestingly, that question decides whether ideas actually turn into action.

    The moment after the good discussion

    IIf you’ve spent enough time in meetings, workshops or steering committees, you probably know the situation.

    The conversation was productive.
    Everyone agrees on the direction.
    The next step seems clear.

    Someone says something like:
    “We should probably move this forward.”
    “We should look into this.”
    “We should align on that.”

    Everyone nods.

    And then the meeting ends.

    Because while “we” sounds collaborative, it’s also wonderfully vague.

    A small reminder from a recent project

    I was reminded of this again recently in a project I’m currently involved in. We had just wrapped up a discussion about the next steps. The topic was clear, the direction made sense, and we were already moving toward the next agenda item.

    Then one of the managers in the room asked a very simple question:

    “Okay, but who owns this?”

    No big speech.
    No finger pointing.
    Just a calm question.

    Within seconds, the topic had a name attached to it and suddenly everything felt clearer.

    It’s one of those small moments that stick with you.

    And honestly, it’s also one of the reasons I enjoy working as a consultant so much.

    People sometimes think consulting is about bringing all the answers into a room.

    In reality it’s much more of a two-way game.

    Of course I bring experience, perspectives and ideas to the table.

    But I constantly learn from other leaders and experts as well.

    Often through small moments like this that remind you how powerful simple leadership habits can be.

    Why ownership changes the dynamic

    Once ownership in meetings becomes clear, something interesting usually happens:

    • Follow-ups become easier.
    • Priorities become clearer.
    • Decisions move faster.

    Not because the owner suddenly does everything alone.

    But because everyone knows where the topic lives.And that alone creates momentum.

    The slightly uncomfortable part

    But taking ownership is not always comfortable.

    It creates visibility.
    And visibility usually comes with expectations.

    So it’s understandable why many topics stay in the safe territory of “we”.

    But in my experience the opposite is often true.

    Once ownership is clear, pressure actually decreases.
    Because the uncertainty disappears.

    One small habit I’ve started to appreciate

    So, a simple question before leaving a meeting can make a big difference:

    “Who takes this?”

    Not as a control mechanism.

    More as a service to the group.

    Because once a topic has a name attached to it, the chances that it actually moves forward increase dramatically.

    Closing the loop

    In my last post I wrote about moving from

    “No” → “What now?”

    Maybe the next step is simply:

    “What now?” → “Who owns it?”

    Because momentum doesn’t just need ideas.
    Sometimes it just needs a name.

    If you’re curious how I support organizations in turning challenges into concrete next steps and building positive momentum along the way, you can find more about my work here: Linelia’s services

    And as always, I’m happy to hear from you. If you’d like to exchange ideas or explore how we might work together, feel free to reach out via my contact page or connect with me directly on LinkedIn.

  • From “No” to “What Now?”

    From “No” to “What Now?”

    I’ve been thinking about something lately, mostly because I keep running into it again and again in my day-to-day work.

    We’re actually very good at saying no…

    Especially here in Germany, and honestly across Europe as well.

    Put a few smart people in a room and it usually doesn’t take long until someone points out why something won’t work. Too risky. Too dependent. Too complex. Too early. Too late. You name it.

    And to be fair: most of the time, those concerns are absolutely valid.

    But what often happens next is the part I find more interesting.

    The conversation slows down.
    Everyone agrees that “this is difficult”.
    And then… nothing really follows.

    At that point, I often catch myself thinking:

    Okay, agreed. But what now?

    Seeing what’s wrong is only the first step

    I don’t see problem awareness as a weakness. Quite the opposite.
    It’s a strength. It keeps standards high and prevents naïve decisions.

    But I’ve learned that identifying what doesn’t work is really only half the job.

    The more useful part usually starts with the next question:

    If we don’t want to do this, what’s the alternative?

    Not the perfect one.
    Not the final answer.
    Just a better option than standing still.

    I hear variations of this in many contexts:

    • If we want to reduce dependencies, where do we start pragmatically?
    • If certain platforms don’t align with our values, what do we actively build instead?
    • If something feels wrong long-term, what’s the next reasonable step today?

    Those conversations tend to feel very different. More constructive. More forward-looking.

    And usually a bit more energizing as well.

    That’s pretty much my daily reality

    In my work, I’m constantly surrounded by challenges.

    • Ambiguous situations.
    • Conflicting priorities.
    • Limited time.
    • High expectations.

    Honestly, there would be plenty of reasons to complain every single day. And sometimes, yes, that happens as well. 😉

    But what I’ve seen over time is that progress rarely comes from listing everything that’s broken.

    It usually comes from asking a simpler question:

    What’s the next step that actually helps?

    Not the big transformation.
    Not the perfect target picture.
    Just something that moves things forward.

    Mini-Hack: A small habit that helps me here, when someone says “this won’t work”, I try to follow up with one simple question: “Okay, so what would you do instead?”

    Not in an aggressive way. More out of curiosity.
    It often shifts the conversation faster than any framework.

    Why I care so much about momentum

    I’ve become a big believer in momentum.

    Not because it solves everything, but because it changes how people feel about a situation.

    Once teams see that something is moving, discussions shift.

    Energy comes back.
    Ideas get bolder.
    And suddenly, bigger change doesn’t feel quite as scary anymore.

    That’s also why I’m a fan of quick solutions – and by “quick” I don’t mean careless.

    I mean fast enough to show progress.
    Concrete enough to reduce uncertainty.
    Small enough to actually happen.

    Those small steps often do more than perfectly crafted plans that never leave the slide deck.

    Positivity is not naïve, it’s practical

    Being solution-oriented doesn’t mean ignoring reality. It’s closely tied to how openly and honestly we communicate progress and challenges. Something I’ve written about before when reflecting on visibility without cringe.

    For me, it’s more about deciding where to put attention.

    I was lucky to learn early in my career how important it is to make progress visible.
    Especially at L’Oréal, this was done extremely well.
    Not as empty celebration, but as honest acknowledgment of what moved forward.

    It sounds simple, but it changes a lot.

    Teams feel seen.
    Work feels meaningful.
    And motivation doesn’t have to be forced.

    The interesting part is that this doesn’t stop at team level.

    I notice the same pattern on a broader scale as well. In organizations, in industries, and often in how we talk about change more generally.

    Zooming out: a European angle I strongly believe in

    When I zoom out, this mindset feels just as relevant beyond individual teams.

    I see myself very much as European. Germany is a big part of that, of course, but I’m convinced that our real strength lies in what we can build together across Europe.

    There are so many strong ideas, talented people, and solid capabilities here. We just don’t always talk about them that way.

    And when you look at initiatives like the European Innovation Council, it becomes pretty clear how much potential already exists if we choose to build on it.

    Especially in times like these, I think it helps to focus a bit more on what’s possible.

    Less “why this won’t work”.

    More “how could we make this work, together?”

    That shift alone can already change the tone of many conversations.

    And yes, sometimes you need to let off steam

    Just to be clear: I don’t believe in forced positivity.

    I also need valves.
    Good talks.
    Honest feedback.
    Sometimes even a bit of ranting to get things out of the system.

    I’ve written openly about struggles before, and I know that can sometimes sound negative. For me, it’s the opposite. Once things are said out loud, you can actually start working with them.

    Transparency creates the foundation for change.
    Momentum builds on top of that.

    The mindset I try to bring into organizations

    For me, it usually comes down to this:

    See the issue.
    Acknowledge it honestly.
    Then ask: What now?

    Not because everything is easy.
    But because staying stuck rarely helps.

    Momentum does.

    If you’re curious how I support organizations in turning challenges into concrete next steps and positive momentum, you can find more about my work here: Linelia’s services

    And as always, I’m happy to hear from you. If you’d like to exchange ideas or explore how we might work together, feel free to reach out via my contact page or directly connect via LinkedIn.

  • From the field to the stage: how I arrived at 10 marketing topics for 2026

    From the field to the stage: how I arrived at 10 marketing topics for 2026

    When you prepare a keynote, you’re forced to make choices.

    • What really matters?
    • What’s noise?
    • What can you confidently stand behind in front of a room full of experienced people?

    Last week, I had the chance to do exactly that while traveling for an afterwork event in Barcelona, a city I’ll never complain about visiting. Work trip, good conversations, a different setting… not the worst combination at all.

    What made it even better was that the keynote took place in the evening.
    Which meant: hybrid working at its best. I could work a full day remotely from Barcelona and then head to the event later on.

    Thanks to OneCoWork, I found a great spot to work from during the day. Highly recommended if you ever need a productive base in this beautiful city.

    And yes, I also managed to squeeze in a bit of sightseeing in between. Purely for cultural reasons, of course. 😉

    The session itself was made possible by CNQR, and it gave me a great opportunity to step out of my usual routines and reflect more deliberately.

    What follows is not a trend report.
    It’s a little look behind the scenes at how I prepare for such a talk and why the way these topics emerged matters more than the list itself.

    When I prepare a keynote, I don’t begin with slides or hype cycles.

    I start with questions like:

    • What keeps coming up in projects?
    • Where do teams struggle to make decisions?
    • Which topics suddenly feel “urgent”, even if they weren’t planned?
    • What kind of cold call emails C-level starts forwarding? 😉

    If I don’t see a topic in my day-to-day work, it doesn’t make it onto the stage.

    That’s why these 10 topics are not predictions.

    They’re patterns I’ve observed repeatedly across different organizations, industries, and maturity levels.

    Being honest about expertise (and why that matters)

    One important thing I’m always very open about:

    I’m not the deepest expert in every single one of these fields.
    And I don’t think that’s a weakness.

    My role is usually not to execute every detail myself, but to:

    • Understand why a topic matters
    • See the business impact
    • Know when it becomes relevant
    • and, very importantly, know who can execute it properly

    This is where my network becomes a real asset.

    I can rely on people I trust. Specialists, practitioners, builders, who go deep where depth is needed. That allows me to stay focused on translation, alignment, and decision-making rather than pretending to know everything.

    At the same time, I do hold myself to a clear standard.
    I don’t want to be the kind of consultant who only scratches the surface of every topic.

    My ambition is to understand these areas well enough to discuss them in depth, challenge assumptions, and assess their real impact on business decisions. That means investing time, staying curious, and continuously learning & networking, even in areas where others might go deeper technically.

    And where I feel that my own expertise reaches its limits, I prefer to be explicit about it.

    Transparency beats pretending.

    In my experience, that honesty creates better collaboration, clearer expectations, and ultimately better outcomes.

    The 10 marketing topics (short and to the point)

    Here’s the condensed version of what I shared on stage intentionally brief and impact-focused:

    1. Volatility as the new baseline

    Planning under stable assumptions becomes the exception. Marketing teams increasingly optimize for flexibility, optionality, and fast adjustment rather than long-term certainty.

    2. Measurement remains fragmented

    The challenge is no longer missing data, but conflicting signals (cookies, IDs, etc.). Teams need to make decisions with imperfect inputs and align measurement with business questions, not dashboards.

    3. Consent as a strategic signal

    As tracking erodes, explicit consent becomes more valuable. It signals trust, relevance, intent and shifts focus from scale to quality of relationships.

    4. Clean rooms as infrastructure

    Less glamorous than tools or platforms, but essential. Clean rooms enable collaboration across data silos while respecting privacy and governance constraints.

    5. Messaging as the storefront

    In complex journeys, messaging often decides before channels do. Clear narratives help users understand value quickly, especially when attention is fragmented.

    6. Search becomes an answer layer

    With AI-driven interfaces, search increasingly provides answers, not links. Visibility depends more on authority, structure, and clarity than pure traffic optimization.

    7. AI agents enter the decision chain

    Agents already compare, summarize, and pre-filter options. Marketing will need to consider how information is consumed by machines, not just humans.

    8. Creators move closer to revenue

    The role of creators shifts from reach to trust. They become contextual explainers and authentic bridges between brands and audiences.

    9. Brand built like performance

    Brand work becomes more iterative and measurable. Hypotheses, testing, and feedback loops replace long-term bets without validation.

    10. Culture as last unfair advantage

    With tools widely accessible, execution quality differentiates teams. Decision clarity, trust, and speed increasingly determine marketing effectiveness.

    None of these topics are revolutionary on their own.
    What’s new is how simultaneously they affect organizations.

    Why speaking about this matters to me

    Preparing for this keynote reminded me why I enjoy these moments so much.

    They force me to step back, connect dots, and articulate things that are often felt but not named inside organizations.

    And they confirm something I see again and again:
    Trends only matter when they translate into decisions.

    Everything else is just noise.

    A final thought

    I don’t expect organizations to “master” all of these topics in 2026.

    But I do believe that the ability to recognize patterns early, discuss them openly, and bring the right people to the table will make a real difference – as usual.

    That’s what I try to do in my work.

    On stage, in projects, and in conversations.

    If you’re curious how I support organizations in turning such patterns into concrete decisions and operating models, you can find more about my work here: Linelia’s services.

    And as always, I’m happy to continue the conversation, wherever it happens next.

    LAST BUT NOT LEAST: If you should be looking for a great speaker coach, check out Janik Adorf. I once again realized in Barcelona that I should soon book a session with him.

  • That window of the year every consultant knows

    That window of the year every consultant knows

    The new year always brings a certain positive energy. Budgets reopen, priorities get sharper, and suddenly “later” from last year becomes “now.”

    I know this dynamic well from both angles. In my SaaS time at VRdirect, Q4 was often about making deals happen. At EnBW and L’Oréal, it was also the phase where remaining budgets were consciously invested in new initiatives or innovation.

    As a founder, this perspective shifts again.

    Today, I focus on positioning early in the year. Meet & catch-up with people and have conversations while options are just opening up.

    Timing creates clarity

    At the beginning of the year, many enterprises start to look ahead and operationalize previously planned budgets. Not always with concrete mandates, but with questions like:

    Which topics deserve early attention?

    Closely followed by more practical considerations:

    • Do we have the right resources in place?
    • Is now the right moment to start with project XYZ?
    • What would help us move faster or more confidently?

    These conversations tend to happen when there is still room to think, shape, and choose.

    Starting dialogue early isn’t about acceleration.
    It’s about alignment.

    What changes when you run your own business

    In corporate environments, structure absorbs a lot of uncertainty.

    Transitions follow processes. Planning cycles provide orientation.

    Looks like founder life works differently.

    You actively need to create options through awareness, relationships, and timing.

    And you learn that looking ahead is less about predicting outcomes and more about staying ready for them.

    Over time, this should become a source of stability rather than stress.

    Conversations come before projects

    One thing that has stayed constant throughout my career is this:

    Meaningful projects start with trust.

    That’s why my focus right now is on staying connected, exchanging perspectives, and listening carefully to what others are planning.

    Sometimes these conversations turn into something concrete months later.
    Sometimes they don’t.

    Both outcomes are valuable.

    Because every exchange builds shared context — and context is what makes good collaboration possible when timing aligns.

    Micro-Practice:
    Once a month, I take 20 minutes to review:
    – Who did I speak with recently?
    – What topics came up repeatedly?
    – Where might timing become relevant later in the year?

    No actions attached.
    Just awareness.

    It’s a simple way to stay oriented without turning everything into a task list.

    Looking ahead with intention

    Approaching things this way allows me to stay fully present in my current work while calmly shaping what comes next.

    Early conversations create choice.
    Choice creates calm.
    And calm creates better work.

    So yes, I’m intentionally starting these conversations now openly, thoughtfully, and with a positive outlook on what the year can bring.

    If you’re already thinking about support later this year, I’m always happy to exchange thoughts.

    If you’re curious how I support organizations and leaders in their own transformation journeys, you can find more about my work here: Linelia’s services.

    And of course, feel free to reach out via my contact page or connect with me directly on LinkedIn.

  • My 2026: Boundaries, Direction, Momentum

    My 2026: Boundaries, Direction, Momentum

    Now that the new year has started, I’ve found myself thinking about 2026 in a slightly different way.

    Not in the sense of detailed plans or neatly defined milestones.

    More in terms of how I want to move forward, what I want to protect, and what I want to stay open to.

    Somewhere along the way, one thought became pretty clear to me:

    I don’t plan 2026 with rigid resolutions.

    I plan it with boundaries and direction.

    Not less ambition.
    Not less drive.
    Just more intention.

    That’s not because I’ve stopped caring about progress.

    Quite the opposite. The last year reminded me how quickly plans can change and how valuable flexibility really is.

    This way of thinking also builds directly on reflections I shared toward the end of last year:

    about visibility, proactivity, and staying grounded while moving forward.

    Why I’m skipping classic resolutions this time…

    …mostly because 2025 didn’t follow a clean script at all.

    Things ended and started faster than expected.

    Some decisions were well prepared, others emerged through conversations and timing.

    Learning often happened while already moving.

    What I’ve taken from that experience is not that planning is useless but that…

    …overplanning can easily create pressure without adding clarity.

    Rigid resolutions assume a stable environment.
    Founder life (and honestly, most modern work) rarely offers that.

    So instead of fixing outcomes too early, I’m focusing more on setting direction and defining boundaries..

    What I mean by boundaries and direction

    Boundaries help me decide what not to optimize for.

    Direction helps me decide where to invest energy when options appear.

    Together, they create a framework that’s flexible enough to adapt without feeling random.

    For me, this approach feels calmer, more realistic, and more sustainable than a long list of must-haves for the year ahead.

    Five principles I’m carrying into 2026

    I do have goals for 2026.

    I just try to define them as guiding principles rather than fixed targets. Here’s what that looks like for me right now:

    1. Adding a product alongside consulting

    I want to explore how my consulting work could be complemented by a more reusable, productized offering.

    The exact shape isn’t fixed yet, but the intention is clear: leverage, scalability, and impact beyond one-to-one projects.

    2. Keeping Linelia healthy and growing deliberately

    Growth matters. But not at any cost.

    My focus is on sustainability, fit, trust, and energy, letting growth follow quality work instead of chasing volume.

    3. Staying visible without losing authenticity

    Writing, sharing, and connecting will remain part of my rhythm.

    Not as constant self-promotion, but as a way to reflect, exchange perspectives, and stay present.

    4. Staying open to opportunities that emerge from my network

    Some of the most interesting ideas don’t come from plans, but from conversations.

    I want to stay curious and receptive when new opportunities or business ideas surface without forcing anything.

    5. Keeping space for life outside work

    Sports, hobbies, family, recovery.

    Not as a reward after productivity, but as part of what makes good work possible in the first place.

    None of these are rigid promises.

    They’re more like a compass.

    And as you might already know me…of course the will have KPIs at the one or other point.

    Micro-Practice:
    Instead of writing a long list of resolutions, try this…

    Write down:
    Three directions you want to lean into as well as three boundaries you don’t want to cross in 2026

    If a decision supports both, it’s probably a good one.

    Direction over control (with momentum)

    Planning 2026 this way doesn’t mean lowering ambition. Quite the opposite.

    For me, 2026 will also be a year of focus, momentum, and pushing hard, just with clearer boundaries and intention than in 2025.

    What I like about this approach is that it leaves room.

    • Room to adjust.
    • Room to say no.
    • Room to notice when something feels off or surprisingly right.
    • Direction over control.
    • Momentum without burnout.

    That’s how I want to move through 2026.

    I’m curious:

    Are you entering 2026 with fixed goals or with boundaries and direction?

    And as always, conversations come first. If you’re curious how I support organizations and leaders in their own transformation journeys, you can find more about my work here: Linelia’s services.

    And of course, I’m always happy to stay in touch this year.

    If you’d like to exchange ideas, reflect together, or explore potential collaboration, feel free to reach out via my contact page or connect with me directly on LinkedIn.

  • 2025 in review: A roller coaster of endings, new starts and learning

    2025 in review: A roller coaster of endings, new starts and learning

    As I reflect on the 2025 year in review, one word comes to mind: contrast.

    As usual, this year wasn’t linear.
    It didn’t unfold step by step.

    It felt more like a roller coaster.

    Moments of clarity followed by uncertainty.
    Endings overlapping with beginnings.
    Learning happening mostly while moving.

    It wasn’t chaotic.
    But it also wasn’t smooth.

    And in hindsight, that’s probably what made it such a formative year.

    Closing one chapter

    One of the defining moments of 2025 was bringing VRdirect to an end.

    Even though it was the right decision, it carried more emotional weight than I had expected. Ending something you’ve helped build isn’t just a strategic step. It’s a process of letting go, of responsibility, identity, routines, and momentum.

    What surprised me most wasn’t the operational side.

    It was the finality.

    Once a chapter really closes, it does so quietly. And that silence takes some getting used to.

    That alone would have been enough for one year.

    Starting another faster than planned

    Almost simultaneously, Linelia started to take shape.

    Not as a carefully staged next step, but because opportunities appeared and I decided to move. What was initially meant to develop gradually turned into a running business much faster than anticipated.

    There was no long pause between chapters.

    No comfortable in-between phase.

    No time to fully reflect before acting.

    Instead, I found myself closing one door while already stepping through the next.

    Looking back, this overlap shaped much of how 2025 felt: intense, dynamic, and sometimes uncomfortable – but also very real.

    A year without a playbook

    What stood out to me in 2025 was how often I had to make decisions without a clear reference point.

    Not because I was careless or unprepared, but because there simply was no proven path to follow. Endings and beginnings overlapped. Some questions didn’t have immediate answers. And timing wasn’t always something I could fully influence.

    What surprised me most wasn’t the uncertainty itself, but how quickly it became normal.

    Over time, I learned to distinguish between not knowing yet and not knowing at all. And that difference matters. The first creates space for learning. The second rarely exists anyway.

    At the same time, a few things helped more than I had expected.

    Staying proactive, even when nothing felt urgent.

    Keeping close contact with people I trust.

    Allowing myself to rely on simple routines when weeks got intense.

    And maybe most importantly: noticing that many of the things that matter to me didn’t change at all.

    Curiosity. Honest collaboration. Depth over speed. The belief that clarity beats politics.

    There was no perfect playbook for this year.

    But learning while moving, adjusting along the way, and staying open to feedback turned out to be enough.

    Full of gratitude

    But this year wouldn’t have worked without people around me.

    First and foremost, my wife and my family for patience, trust, and grounding me when thoughts and work started to overlap too much. Having that stability in the background made more of a difference than I probably say out loud.

    Friends who listened, asked the right questions, or simply helped me switch off when needed. Special thanks to Sprittwoch. 😉

    My network buddies and former colleagues, who reached out, shared perspectives, opened doors, or just checked in without any agenda. Those small moments of connection mattered more than they might have realized.

    And everyone I had the chance to work with throughout the year for openness, trust, and honest collaboration.

    What I’m carrying into 2026

    I’m not closing 2025 with big resolutions or ambitious plans written in stone. But as you might know by now, a bit of process and structure still helps me a lot:

    So, I’m carrying a few principles with me into the next year:

    • Staying proactive without becoming hectic.
    • Keeping routines light but consistent.
    • Investing in relationships before I need them.
    • Being visible without losing authenticity.
    • Accepting uncertainty as part of the process.
    • Taking time off for me to do sports and enjoy hobbies.

    2025 was intense, sometimes uncomfortable, but deeply formative.

    A year of letting go, starting over, and slowly growing into founder life. Not as an idea, but as something lived day by day.

    With that, this year can stand as it is.

    I’m grateful for what was, curious about what’s next, and ready to open the next chapter in 2026.

    And of course, I’d love to stay in touch in 2026.

    If you’d like to exchange ideas, reflect together, or explore potential collaboration, feel free to reach out via my contact page or connect with me on LinkedIn.

    Until then, have a lovely holiday season and a great start to the new year.

  • Proactive or extinct? A founder’s perspective

    Proactive or extinct? A founder’s perspective

    I recently came across this image I took of a fossil at the Google campus years ago and thought it’s the perfect match for this post.

    A quiet reminder that in fast-moving environments – whether tech, corporate, or founder life – staying proactive as a founder isn’t just helpful, it’s what keeps you evolving.

    And even though I’ve always considered myself someone who thinks ahead, I recently had another moment that reminded me how different proactivity becomes once you run your own business.

    Being proactive isn’t a nice-to-have, it’s a core skill.

    You’re constantly operating in two timelines:
    The one you’re working in today, and the one you need to shape for tomorrow.

    Nothing dramatic happened.
    Nothing stressful.
    Just a realization that this skill – thinking ahead, preparing options, keeping momentum – matters more than ever.

    A familiar skill … used in a new way

    I was lucky to learn proactive thinking early in my career, surrounded by strong managers and mentors, especially during my time at dentsu, L’Oréal and later EnBW.

    They taught me to:

    • Anticipate instead of react
    • Look beyond the quarter
    • Prepare before it becomes urgent
    • Create momentum intentionally

    Those lessons shaped how I work to this day.

    But as a founder, this skill shifts.
    It stops being an advantage and becomes something else:

    Proactivity becomes stability.
    Proactivity becomes strategy.
    Proactivity becomes calm.

    It’s not about being busy, it’s about staying ready.

    Why proactivity matters so much in founder life

    1. Opportunities grow slowly, then suddenly

    A good conversation today might turn into something months later. Sometimes earlier, sometimes later, but rarely instantly.

    2. Trust builds before the project does

    Especially in consulting and interim roles. People work with people they trust, not just CVs.

    3. Momentum replaces structure

    You don’t inherit processes or planning cycles. You create your own rhythm and protecting that rhythm matters.

    4. Proactivity reduces uncertainty

    The more you explore early, the less you stress later.

    None of this feels urgent.
    All of it feels grounding.

    What tends to surprise people in large organizations…

    When I meet friends and former colleagues from corporate environments, they often expect founder life to be more “free-flowing”, “spontaneous” but most of all “super uncertain”

    But what surprises them most is:

    • Uncertainty is normal, not a signal something’s wrong
    • You stay in conversation even when you’re fully committed
    • Opportunities are relationship-driven, only partly process-driven
    • Planning early creates calm, it’s not about fear
    • You design your structure instead of inheriting one

    The system is simply different, more fluid, more personal, and more dependent on trust and timing. That’s what “proactive as a founder” really means.

    How I try to stay proactive (still evolving)

    I’m still early in my founder journey, so my approach is simple and very human.

    1. Staying connected with interim recruiters

    Players like Hays, Amadeus Fire and others are important sparring partners. It helps to know each other well before there’s an opportunity.

    2. Investing in relationships consistently

    Reaching out to my network regularly, not because I need something, but because relationships matter long before you activate them.

    3. Keeping my network warm throughout the year

    A short message, a voice note, a spontaneous coffee.

    4. Staying visible in a way that feels authentic

    Through writing, reflection, and sharing perspectives, not promotion.

    Proactivity doesn’t need to feel loud or demanding.
    It can feel light.

    Micro-Practices that make proactivity feel easy

    Here are a few things that help me keep momentum without turning it into a task list:

    10 minutes each week to review my conversations

    Who did I talk to?
    Whom would I like to reconnect with?

    Capture potential opportunities instantly

    A name mentioned in a meeting.
    A conversation that sparked something.
    Write it down, future you will thank you.

    One intentional conversation per week

    Not sales.
    Just connection.

    A monthly self-check on workload, energy, and direction

    It helps me understand my own cycles.
    Small habits create clarity.
    And clarity creates calm.

    Proactivity creates space

    For me, being proactive as a founder is not about being busy and not about predicting the future.

    It’s about creating space…

    … space to focus on work,

    … space to build relationships,

    … space to enjoy the present without worrying about the next step.

    Even though I’m still early in my founder journey, I see how powerful this mindset is. And how much of it comes from the things I learned long before starting my own business.

    And if your 2026 planning is already starting (proactivity club, welcome!)… I’m always happy to talk. 😉

    More about my work: Linelia’s services

    For anything else, just drop me a note via my contact page or connect with me on  LinkedIn. Always up for a chat.

  • Visibility without cringe? Still working on it.

    Visibility without cringe? Still working on it.

    Learning to show up publicly as a founder is surprisingly challenging.

    Not because I’m shy, quite the opposite. I genuinely enjoy being on stage, connecting with people, moderating discussions, and exchanging ideas. That part has always energized me.

    But talking about myself?

    Writing about how I work?

    Sharing insights publicly?

    That’s where things quickly move into the territory of visibility without cringe … a space I still haven’t fully mastered.

    These days, a few people told me they enjoy reading my articles. Real people, not just the LinkedIn algorithm.

    That feedback made me pause and reflect on why visibility still feels odd sometimes and why it’s becoming a skill I need to embrace.

    Why good work alone doesn’t create visibility

    Inside large organizations, great work usually finds its way: leadership updates, cross-functional meetings, stakeholder presentations, internal communication (and sometimes political play) help make your work seen.

    As a founder, that entire system more or less disappears.

    Good work only speaks for itself when people actually see it.

    And that’s where the challenge begins:

    How to build visibility without cringe, without becoming overly polished or overly promotional.

    Visibility matters because it builds trust long before someone reaches out.

    It connects dots you don’t even know you’re drawing.

    Mini-Hack:
    If you can, talk about a learning instead of an achievement. It makes visibility feel more natural and less like self-promotion.

    Personal visibility still feels a little strange

    I’m not a quiet person.

    But shifting the communication toward myself still feels unfamiliar.

    For many years, the “sale” wasn’t me, it was the product, the team, the brand, the strategy.

    Now, clients buy my judgment, my approach, my experience.

    That shift requires a level of personal visibility I’m still getting used to. What surprises me is this:

    Visibility isn’t difficult because I’m uncomfortable speaking. It’s difficult because it’s personal.

    And personal always brings a bit of vulnerability, even if you’re used to being on stage.

    The nice surprise: Feedback actually helps

    When someone tells you they enjoy your content, your articles, or your reflections, it suddenly feels less awkward.

    A few people said exactly this these days and it meant more than expected to me.

    Visibility without cringe seems to become easier when you remember there are people on the other side. People who find value, resonance, or simply a smile in what you share.

    Micro-Practice:
    Before publishing, ask yourself: “Would this help just one other person?” If yes, it’s worth posting.

    Why I’m trying to be visible anyway

    The reason is simple and strategic:

    Opportunities grow out of connection, not invisibility.

    People need to understand how you think, what you stand for, how you approach challenges, and what kind of problems you solve. And it also helps me to understand and sharpen exactly this as well.

    Visibility helps people recognize fit long before the first call.

    It’s not about shouting. It’s about being present.

    Fortunately, “visibility without cringe” seems to be possible when it’s built on value, not vanity.

    What I’m Trying to Practice (Even If It Doesn’t Always Work)

    To make visibility feel more natural, I’m experimenting with tiny habits. Not to become a content creator, but to stay present in a way that feels authentic.

    Here’s what I’m trying:

    • Sharing learnings, not wins
    • Writing thoughts as they come, not polishing endlessly
    • Publishing weekly (when life allows… last week it didn’t)
    • Showing small behind-the-scenes moments
    • Connecting instead of promoting

    And yes, sometimes this fails completely.

    Last week was exactly like this: three days in Munich, remote meetings between trains and dinners, and a weekend fully dedicated to family time and my new espresso machine.

    Zero writing.

    Zero “visibility.”

    Lots of life.

    Mini-Hack:
    Capture ideas when they show up. In Notes, voice memos, or screenshots. Most of my posts start as a single sentence written in a rush or a super quick voice memo, recorded while running.

    I Also Need to Get Better at… Taking Photos

    Another unexpected challenge in this “visibility without cringe” journey:

    Finding fitting photos for my articles.

    I’m not naturally someone who takes selfies, documents every moment, or snaps pictures in meetings.

    But for storytelling – and especially for LinkedIn – images matter.

    It’s a skill I’ll need to train:

    Taking photos that feel real, unobtrusive, and still reflect what I want to say.

    Because the right photo makes an article more human.

    The wrong one makes it… well, cringe. Some you can see on my LinkedIn or even here in the blog.

    So yes, another founder skill to learn.

    Add it to the list.

    Visibility as a Founder Skill

    Being visible isn’t about volume or perfection.

    It’s about clarity, intention, and connection.

    For founders, visibility helps:

    • Build trust
    • Create opportunities
    • Show how you think
    • Let people understand you more easily
    • Bring your network closer
    • and yes of course, support your business

    I’m hopefully getting better at it.

    Slowly.

    One article, one post, one flat white at a time.

    If you’re interested in how I help organizations navigate their own transformations, you can find an overview of my work here: Linelia’s services.

    And as always, I’m happy to connect.

    Whether you’d like to exchange ideas or explore how we might collaborate, just drop me a note via my contact page or connect with me directly on LinkedIn.

  • 3 small behaviors making collaboration faster & easier

    3 small behaviors making collaboration faster & easier

    Collaboration sounds simple. In reality, it’s one of the biggest challenges across almost every organization I’ve worked with, from corporates to agencies to scale-ups.

    Different teams move at different speeds, goals aren’t always communicated clearly, and priorities shift faster than people can realign. With a little everyday pressure, even the most motivated teams can slow down. Over the years, I’ve noticed it’s rarely the big frameworks or complex processes that change collaboration for the better…it’s the small behaviors.

    Over the years, I’ve noticed that it’s often not the big frameworks or the complex processes that change collaboration for the better. It’s the small behaviors that improve collaboration.

    The ones that take almost no effort, but create a huge impact on speed, alignment, and quality of work. Here are three of them…

    1. Share insights broadly, not selectively

    One of the biggest reasons collaboration slows is that information gets stuck in pockets…inside teams, between agencies, or along the hierarchy.

    Not because people want to hide information, but because:

    • Goals aren’t communicated clearly
    • Assumptions aren’t challenged
    • Political dynamics get in the way
    • or simply because “everyone is busy”

    The result is always the same:

    • Decisions get delayed
    • Meetings multiply
    • Teams start solving different versions of the same problem

    So here’s what I’ve learned:

    Transparency removes friction big time!

    So switch to a “default to share” mindset!

    Not the huge “knowledge-sharing initiatives” but the small things:

    • Share working drafts, not only final versions
    • Summarize key insights after a call
    • Align on goals early and write them down
    • Don’t wait for the “perfect moment” to update others

    Micro-Practice:
    Work with a “default to shared” mindset for early insights and drafts.
    If an update, thought, or learning could help more than one person, make it visible, even if it’s not polished yet. This creates alignment early and reduces unnecessary back-and-forth.

    If you want to explore this further:

    Team of Teams by Stanley McChrystal offers a great perspective on why transparent information flow is often more powerful than strict hierarchy especially in fast-moving environments.

    2. Provide unfiltered truth, respectfully!

    Many teams avoid being completely honest. Very often not because they want to hide something, but because they don’t want to disrupt harmony or step on someone’s toes.

    The problem: lack of clarity slows down decisions far more than respectful honesty.

    One of the advantages of being an external partner or interim manager is that you can name things without being tied to internal agendas. And often, that’s exactly what teams need.

    Unfiltered truth doesn’t mean being harsh. It means being clear.

    Sometimes it’s as simple as:

    • “Does this really get us where we want to go?”
    • “Aren’t we just solving a symptom, not the root cause?”
    • “Do you really think timeline and ambition are aligned yet?”

    Clarity accelerates decisions and these are behaviors that improve collaboration.

    And most people appreciate it more than expected, because clarity creates confidence.

    Micro-Practice:
    Before offering honest feedback or a direct observation, start with a brief intent statement like
    “My goal here is alignment and clarity.”
    It lowers tension immediately and makes the message easier to receive.

    If you want to explore this further:

    Radical Candor by Kim Scott is an established framework for giving clarity while remaining respectful and constructive. A valuable read for anyone working across teams.

    3. Ask the obvious questions

    This is one of the most underrated leadership behaviors.

    In many meetings, people hesitate to ask simple questions because they assume someone else must know the answer or because they fear it might sound too basic.

    But here’s what I’ve learned:

    If you’re thinking it, someone else is thinking it too.

    And if nobody asks, the misunderstanding will surface later. Usually when it’s more painful.

    Asking questions helps to:

    • Unblock discussions
    • Clarify assumptions
    • Avoid misunderstandings
    • Align on next steps
    • Reduce politics and interpretation

    Questions like:

    • “Am I the only one who doesn’t quite get this?”
    • “Can we clarify the goal one more time?”
    • “What does success look like here?”
    • “What is the constraint we’re working with?”
    • “What do we absolutely need to decide today?”

    These are simple questions, but they create alignment in seconds.

    Micro-Practice:
    Start meetings with a quick “common ground recap”:
    What are we solving? Why now? What does success look like?
    It aligns everyone before the discussion even begins and prevents misunderstandings from slowing teams down later.

    If you want to go deeper:

    A More Beautiful Question by Warren Berger is an excellent exploration of how simple questions lead to clarity, progress, and better decision-making.

    Why these behaviors matter even more in interim and cross-functional work

    Interim roles mean this:
    You join moving teams, with projects already in flight, priorities shifting, and multiple stakeholders in the mix.

    You don’t always have the luxury of long onboarding phases.

    You need clarity fast.

    That’s why these behaviors matter so much:

    • Sharing information openly prevents misalignment
    • Honest clarity accelerates decisions
    • Asking questions helps you arrive at shared understanding quickly

    And the truth is:

    You don’t need authority to improve collaboration.
    You just need intention.

    Small behaviors, big impact

    Collaboration doesn’t fail because people don’t want to work together.

    It fails because small behaviors compound: silence, assumptions, politeness, uncertainty.

    The good news: The opposite is also true. Small positive behaviors compound too.

    1. Share openly
    2. Say the helpful truth
    3. Ask the honest questions

    If you start with one of these next week, you’ll likely notice a difference immediately: In clarity, speed, and overall momentum.

    If you’re curious how I support organizations in their own transformation journeys, you can find more about my work here: Linelia’s services

    And of course, I’m always happy to hear from you. If you’d like to exchange ideas or explore how we might work together, feel free to reach out via my contact page or directly connect via LinkedIn.

  • Transition to Founder Mode: mindset & network as your real currency

    Transition to Founder Mode: mindset & network as your real currency

    Leaving corporate life behind and starting your own company is a transition people often describe as a “jump off a cliff.” I wouldn’t go that far. For me, it was less dramatic, more of a shift in perspective than a free fall. But one thing is certain: stepping into Founder Mode changes a lot.

    When you’ve spent years in executive roles, you get used to clear responsibilities, large teams, buffers, and budgets that provide stability.

    Suddenly, as a founder, you’re the product, the sales team, the finance department, and the back office, all rolled into one.
    But It’s not about panic or chaos. It’s about embracing ownership in its purest form.

    And here’s the twist: mindset alone won’t get you through. What really makes the difference is your network: the people you trust, and the ones who trust you.

    A smooth start, but a real difference

    In my case, founding wasn’t a shock. I had what I’d call a “warm start” into Founder Mode at VRdirect, where I served as Co-CEO. There, I already carried founder-like responsibilities: shaping strategy, driving sales & marketing, handling investor expectations. It was intense, but it already had a strong foundation when I joined.

    When I founded Linelia, my very own consultancy, it was different. Suddenly, it wasn’t about us – it was about me. No larger entity, no safety net, no brand to hide behind. If I want clients, if I want results, it all comes down to my decisions and my ability to execute.

    I think this is the point where many who leave corporate life feel like they’ve hit a wall. Because even if you’re used to leadership, Founder Mode is a different kind of ownership: there’s nowhere to hide and at first nearly no task to delegate.

    Four mindset shifts that matter most

    So what does it take to make this shift? I’ve boiled it down to four mindset changes that proved essential for me:

    1. From Planning to Testing
      In corporate life, I loved detailed plans, scenarios, and decks. As a founder, plans are nice but they don’t win clients. Testing, iterating, and delivering quickly are what moves the needle.
    2. From Perfection to Pragmatism
      I used to, or better said, was forced to spend weeks refining strategies, polishing campaigns, and aligning stakeholders. As a founder, “good enough” often beats “perfect.” If you don’t move, someone else will.
    3. From Security to Resilience
      In corporate, you can fail and still get your paycheck. As a founder, every setback feels personal until you learn to reset fast. Resilience isn’t a motivational poster, it’s a survival skill.
    4. From Hierarchy to Speed with Balance
      In Founder Mode, there’s no more waiting for approvals or hiding behind slow committees. You’re expected to move fast because if you don’t, opportunities vanish.
      But here’s the nuance: speed doesn’t mean being actionistic. Sometimes the real strength is saying: not now, let’s do it properly.

    Mini-Hack: Write down your three non-negotiables. When speed and pressure tempt you to cut corners, those values keep you grounded.

    Why network is your real currency

    Let’s be honest: my first clients at Linelia didn’t come from marketing campaigns or fancy websites. They came from people I’d worked with, people who trusted me, people I had built honest connections with over years.

    Your network becomes your most valuable asset. Skills and experience are important, but trust is what opens doors.

    Network had always been important for me, but it became absolutely essential at the same time as one of the craziest shifts in my career:

    I realized I had become the product.

    At L’ORÈAL, EnBW, or even VRdirect, the “sale” was always about a product, a service, or a company brand. Now, as a consultant and interim manager, the client isn’t buying “something” – they are buying me.

    At first, that felt deeply personal. Every unsuccessful negotiation felt like a rejection of who I was, not just what I offered. It took me a while to separate the two. My key learning: always keep it professional.

    A client’s decision is about fit, timing, or needs, not about your worth as a person.

    Once I internalized that, talking about my work and “selling myself” became far more natural.

    And yes, it can feel really odd to talk about yourself. But as long as you stay authentic and don’t push too hard, it’s not arrogance, it’s connection.

    Building and using a network authentically

    The good news: building and using your network doesn’t need to feel manipulative or transactional. In fact, the opposite is true. Here’s my checklist for building an authentic network – ideally before becoming a founder:

    • Invest before you need. Relationships grow over years, not weeks.
    • Be transparent. Share openly where you stand and what you’re looking for.
    • Talk about your work. Don’t hide, visibility is part of the game. Just keep it authentic and don’t be too pushy.
    • Ask clearly. People like to help, but they need to know how.
    • Give back. A network only works if value flows both ways.

    Mini-Hack: Write down 10 people you could call tomorrow for sparring, feedback, or introductions. That small circle can shape your first 12 months as a founder more than any business plan.

    Founder Mode is not a solo game

    At the end of the day, Founder Mode is not about being the lone hero. It’s a mix of courage, habits, and the people around you. And one final lesson:

    Don’t be afraid to be bold, be yourself, and also say no.

    Learning to push back helps you focus on what really matters, deliver higher quality, and keep your mind clear during tough times.

    With the right mindset and an authentic network, founder life shifts from survival mode to building something sustainable, something that reflects you, not just a job title. Hopefully. 😉

    So, if you’d start tomorrow, who are the 5–10 people you’d call first? Because that circle, combined with your mindset, is what makes all the difference.

    If you’re curious how I support organizations and founders in their own transformation journeys, you can find more about my work here: Linelia’s services

    And of course, I’m always happy to hear from you. If you’d like to exchange ideas or explore how we might work together, feel free to reach out via my contact page.