Tag: transformation

Stop briefing suppliers. Start briefing partners.
You’ve heard of “garbage in, garbage out.” It applies to AI, to data pipelines, and to every consulting engagement I have ever seen go sideways.

Brief badly. Get bad work. It is that simple.

I know this from every angle. I have been the agency account manager trying to decode a three-line brief from a brand that expected magic.

I have been the brand-side marketing director handing over exactly that kind of brief, convinced it was fine.

I have been the consultant brought in to salvage a project where nobody could quite remember what the original brief said.

And I have spent years trying to bridge the gap between supplier and client, watching both sides frustrate each other in completely avoidable ways.

The problem is almost never the talent. It is almost always the brief.

Specifically: whether the client wrote it for a supplier, or for a partner. This post is about the second kind.

What a brief is actually for

Most people think a brief is a document that describes what they want. It is not. A brief is an act of thinking out loud. The process of writing it forces you to:
- clarify what you actually need,
- what you already know,
- and where your own uncertainty sits.
A brief that does that well is worth more than any subsequent meeting.

The external partner reads a brief and forms a picture. Not just of the project, but of the organization. Of the leadership team. Of how decisions get made. Of what has already been tried and quietly abandoned. A thin brief produces a thin picture. And a partner working from a thin picture will spend the first four weeks building the context they should have walked in with.

That is four weeks of your budget used for orientation instead of output.

A brief is not a document that describes what you want.

It is an act of thinking out loud.

The clearer the thinking, the faster the work.

The gap between the stated problem and the real one

The most consistent pattern I see: the stated problem and the real problem are not the same thing.

A company says: we need a new marketing strategy. What they mean is: the last three initiatives failed and we don’t understand why, we are under pressure from the board, the team is exhausted, and we need someone to help us see clearly again.

A company says: we need support with our digital transformation. What they mean is: we bought a platform eighteen months ago, adoption is at eleven percent, the internal champion has left, and we need someone to salvage this without making leadership look bad.

Neither version is dishonest. Both versions are incomplete. And a consultant working from the incomplete version will optimise for the wrong thing.

I have been on the receiving end of both. As an agency, you learn to read between the lines, often incorrectly. As a brand, you sometimes don’t even know what the real problem is until someone from outside names it.

The best briefs I have ever received were the ones where the client had done that naming themselves before I arrived. Those engagements moved at a completely different pace.

What to include that most people leave out

There are four things that almost never appear in a brief but consistently determine whether an engagement succeeds.

The internal politics. Who is behind this project, and who is not. Where the resistance sits, and why. Which stakeholder needs to be brought along carefully, and which one has already made up their mind. This is not gossip. It is navigation data. Without it, the external partner walks into rooms without a map.

The real deadline. Not the official one. The one behind the official one. The board presentation. The budget cycle. The moment when someone senior runs out of patience. External partners can work to a deadline they understand. They cannot protect a deadline they don’t know exists.

What has already been tried. Every organisation that hires external support has usually attempted something internally first. Knowing what was tried, and why it didn’t stick, is some of the most valuable context a consultant can have. It saves weeks of re-covering ground. It also prevents the embarrassment of proposing exactly what was already rejected six months ago.

Who actually has to say yes. Not who commissioned the project. Who has the authority to block it, delay it, or quietly de-prioritise it once the external partner is on board. In my work at Linelia, the most productive first conversation I can have with a new client is the one where they draw the actual decision map, not the org chart, but the map of who influences what.

The real deadline, the internal politics, what has already been tried, who actually has to say yes.

Leave any of these out and the engagement starts with a disadvantage it may never recover from.

On working at eye level

Here is what I learned from sitting on both sides: the dynamic in a briefing room reveals everything about how the engagement will go.

When I was agency-side, I could feel within twenty minutes whether a client saw us as a thinking partner or a production house. The brief was the first signal. A brief written with care, with context, with honest acknowledgment of what the client didn’t know, that brief said: we respect your expertise. Let’s figure this out together.

A brief that was vague, rushed, or basically a rephrased internal memo said something different. It said: deliver the thing and don’t ask too many questions.

Eye level does not mean equal authority. The client makes the decisions. That is how it should be.

Eye level means equal respect.

It means the external partner is hired to think, not just to execute. It means their honest assessment is more valuable than their agreement.

The best consulting relationships I have been part of shared one thing: the client treated the engagement as a collaboration, not a transaction. They shared the uncomfortable context. They pushed back when something didn’t feel right. They expected honest challenge in return, and they created space for it.

That starts with the brief. Before a single meeting. Before a proposal. The brief is the first signal of what kind of client you are going to be.

If your consultant always agrees with you, you have hired the wrong person.

A good brief creates the conditions for honest challenge from day one.

A practical starting point

If you are putting together a brief for an external partner right now, here is a simple structure that covers what actually matters. Not a template. Templates produce template answers. These are questions worth sitting with honestly before you write a word.

What is the real problem? Not the presenting issue. The one underneath it. If you had to explain this to someone with no stake in the outcome, what would you say?

What does success actually look like? In concrete terms, six months from now. Not the aspiration. The observable change.

What have you already tried? And what stopped it? Even a partial answer here is enormously useful.

Who needs to be on board? Name them. Include the ones who are currently not.

What is the deadline behind the deadline? What external or internal pressure makes this urgent right now?

What is the one thing you are not sure you want to hear? Write it down. Then make sure the brief creates space for the external partner to say it anyway.

And one final test, from someone who has been on both sides of this table:

Before you send the brief, ask yourself if you would be happy receiving it.

That question alone filters out about half the problems before they start.

You can find more on how Linelia approaches project setup and consulting partnerships on the services page. If you are currently putting together a brief for an upcoming project and want a second perspective before you send it, the fastest way is a short conversation.

Reach out via linelia.io/contact or connect with me directly on LinkedIn.

Common questions

What should a consulting brief always include?
At minimum: the real problem (not the presenting one), what success looks like in concrete terms, what has already been tried internally, who the key decision-makers and blockers are, and the actual deadline behind the official one. These are the things that most determine whether an engagement moves fast or stalls.
How long should a consulting brief be?
Long enough to answer the questions that matter, short enough to force clarity. Two to four pages is usually right. A brief that runs to twenty pages often signals that the thinking has not been done yet. A brief that runs to half a page usually means important context has been left out.
What is the difference between a brief and a scope of work?
A brief describes the problem and the context. A scope of work describes what will be done in response. The brief comes first, and a good one directly shapes what ends up in the scope. Skipping the brief and going straight to scope usually means you end up describing activities rather than solving the right problem.
When should I bring in external consulting support?
When the internal structure cannot move fast enough, when you need outside objectivity on a problem that has become too politically loaded internally, or when a specific capability gap opens mid-project. The key in any of these situations is defining the brief and the mandate clearly from the start, so the external partner can actually work at the pace the situation requires.
May 21, 2026
The reason your team isn’t using AI has nothing to do with AI

A few weeks ago I posted on LinkedIn that one topic got me out of bed early during my focus break. AI Agents. And more broadly: why AI adoption moves so much slower inside most organisations than it should. Those weeks didn’t just change how I think. They produced Linelia’s first workshop product.

I’ll be honest: six months ago I would have smiled politely and made quiet jokes about everyone becoming an AI expert overnight. What changed was time and focused attention. Scepticism turned into clarity. That is the only position from which I think it is worth offering anything to a client. Not enthusiasm. Clarity.

This post shares what we built, why, and three things your team can try today. No new tools required.

Start here: a five-minute audit for your team

Before any tool, before any prompt, there is one question worth asking honestly: where are you still doing manually what AI could already handle?

The right starting point is your last five working days. Run through these three questions:

🗂️ Where did you spend time formatting, summarising, or restructuring information?
Meeting notes into action items. Email chains into briefings. Reports rewritten for a different audience. Not glamorous. Exactly where AI saves the most time, fastest.

📄 Where did you start from a blank page when you didn’t need to?
First draft of a proposal. Opening of a difficult message. Structure for a presentation you’ve given a dozen times. Starting from zero is a habit, not a necessity.

🔀 Where did you context-switch instead of focus?
Information from three sources. A brief rewritten three times. Twenty minutes on something that should have taken five. AI removes the friction that makes task-switching so costly.

If you answered honestly, you probably identified two or three hours per week. Without changing a single tool in your stack.

The question is never which AI tool to use. It’s where in your actual workday the friction is highest.

One prompt technique worth trying this week

Tool-agnostic. Works in whatever your company already uses. It’s called the role-task-format prompt.

Instead of typing what you want, tell the AI three things: who it should be, what you need done, and what the output should look like.

❌ Weak prompt: “Summarise this meeting.”

✅ Strong prompt: “You are a senior project manager. Summarise this meeting transcript into five bullet points, each no longer than one sentence, focused on decisions made and next steps agreed. Flag any open questions that still need an owner.”

Same tool. Completely different output. AI responds to specificity the same way a good colleague does. Vague input produces vague output.

In the workshop, this is usually the moment something clicks. Not because the technique is complicated. Because people realise they have been treating AI like a search engine instead of a thinking partner.

🎙️ One more tip: use your voice. Speak your prompt instead of typing it. You’ll add context more naturally and get better results instantly. You already send voice messages without a second thought. Talking to your AI is exactly the same habit. Just more useful.

Vague input produces vague output. AI responds to specificity the same way a good colleague does.

The honest reason AI adoption for teams stalls, and it’s not the tools

Everything above, you could have figured out yourself. The audit questions are not proprietary. The role-task-format prompt is not a trade secret. So why are most teams still stuck at the curiosity stage?

Not because the content is hard to find. Because the calendar always wins.

In every organisation I have worked with across energy, FMCG, media, and agencies, the pattern is the same. A topic – like AI – goes on the agenda. Someone shares an article. A pilot gets discussed. Then a real deadline appears, and the topic goes to next quarter. Then the quarter after that. This is not a motivation problem. It is a structural one.

That is the actual reason external workshops exist. Not because the facilitator knows things your team does not. But because booking three hours with an outside person makes it real. The calendar gets blocked. Laptops come out. People work on their actual tasks, not invented scenarios.

In my work at Linelia, I designed the workshop around exactly this insight. No slides. No demos. No case studies from other industries. Teams share their real briefings and workflows in advance. Every output from the three hours is something participants can use the following Monday.

Three hours of protected focus time, working on real tasks, is worth more than six months of “we should really explore AI.”

What your team walks away with

The workshop runs two to three hours, groups of six to eight, in-person or remote, tool-agnostic by design. Every participant leaves with four things:

📚 Prompt library tailored to their specific role
📅 30-day action plan tied to real workflows
🗺️ Tool map that fits your existing stack, no vendor pitch
✅ Real outputs created during the session itself

The format is modular: a single pilot for one team, department-by-department rollout, or a company-wide programme including a leadership track covering governance and adoption. It scales to where you are.

The pilot starts with one kickoff call. If this sounds like something your organisation is ready for, find out more about it or get in touch directly.

Common questions

What does an AI adoption workshop actually involve?
The session runs two to three hours with a group of six to eight people working on their own real tasks, not invented scenarios. Before the session, participants share actual briefings, reports, or workflows they want to improve. Every output is something usable the following week.
Do we need specific AI tools installed before the workshop?
No. The workshop is tool-agnostic by design. It works with whatever your team already uses, whether that is Microsoft Copilot, Claude, ChatGPT, or any other AI assistant already in your stack. No new software or licences are required.
Why bring in an external facilitator instead of learning internally?
The content is freely available. The facilitator’s job is to create protected time where learning actually happens, focused on your real workflows, so every person leaves with something concrete rather than a slide deck they will never open again.
How quickly can we expect results after the workshop?
Participants leave with a 30-day action plan tied to specific tasks in their existing workflow. Most teams report meaningful time savings within the first two weeks, typically in the areas identified during the self-audit at the start of the session.
Working on an AI adoption challenge in your organisation? I am happy to talk it through. Reach out via linelia.io/contact/ or connect with me directly on LinkedIn.
May 7, 2026
Why most digital transformations fail before they start

The room was full of smart people. The strategy deck was polished. Leadership had approved the budget months earlier. And twelve months later, almost nothing had moved. It is the most common form of digital transformation failure I know.

I have watched this play out more times than I would like to admit. Across transformation mandates at companies including EnBW and L’Oréal, and across media businesses and agencies over the past fifteen years, I have seen well-funded digital initiatives stall, shrink, and quietly disappear. Not because the technology was wrong. Not because the market shifted. The conditions for success were simply never in place.

In my work at Linelia, digital transformation failure is what I keep coming back to:

Most digital transformation failure does not happen in execution. It happens before the first kick-off meeting.

Here is what that looks like in practice.

The problem is rarely the technology

When a transformation runs into trouble, the instinct is to look at the tools. The platform was wrong. Vendors had promised too much. Integration proved more complex than expected. These are real problems. But they are almost never the cause of failure. They are symptoms.

The actual failure usually happened three to six months earlier, in the room where the transformation was first defined. Specifically: no one defined what “digital transformation” actually meant for this organisation, at this moment, with these people and this budget. Everyone assumed it. A vague phrase became a project mandate. The mandate became a programme. The programme hired vendors and bought software. And then, somewhere in month four, someone asked a question no one could answer: what, exactly, are we trying to change?

The same applies to methodology. Agile ceremonies, OKR frameworks, design thinking workshops — these can become rituals that signal progress without driving it. I have sat in sprint reviews where no one could explain what was being transformed, or why. The process was running. The transformation was not.

Technology does not transform organisations. Decisions do. And if the decisions are not made clearly at the start, the technology becomes a distraction from the fact that they were never made at all. This is the root of most digital transformation failure.

Technology does not transform organizations.
Decisions do.

Transformation without a mandate

The second pattern I see consistently: leadership announces a transformation but never assigns the authority to drive it. Someone gets a title. A steering committee forms. A kick-off happens. But when the first difficult trade-off arrives, and it always does, no one is empowered to make the call.

Many transformations are announced not because leadership has identified a specific problem that needs solving, but because the topic is trending. Competitors are doing it. The board is asking about it. A consultant has presented a convincing deck. And so the program begins, with senior sponsorship that is visible on the launch slide and largely absent from the first difficult conversation. That is not a mandate. That is a press release.

This is particularly common in large, matrixed organizations where the culture defaults to consensus. Transformation requires someone with the mandate to say: we are moving in this direction, and we are stopping that. Without that clarity, the project becomes a negotiation. Every decision gets relitigated. Momentum slows. And eventually the transformation quietly becomes business as usual, just with more meetings.

I see this in interim mandates regularly. Organisations bring in external leadership precisely because the internal structure has struggled to move. But if no one has clearly defined the mandate from day one, even an experienced interim manager is navigating without a map.

The mandate question is not about hierarchy. It is about clarity. Who decides? Who has the right to stop something? And who carries accountability when the transformation stalls? If those questions do not have clean answers on day one, digital transformation failure is already underway.

If the mandate is not clearly defined from day one, even an experienced interim manager is navigating without a map.

The roadmap that ignores the organisation

The third pattern is perhaps the most seductive, because it produces beautiful slide decks.

An organisation invests significant time and money in a transformation roadmap. The team defines workstreams, sets milestones, and maps dependencies. It looks thorough. It looks serious. And then it runs straight into the organisation’s actual operating reality and stops.

Most transformation roadmaps are built around what needs to change, not around the organisation’s current capacity to absorb change. They treat the people, the processes, and the culture as a fixed backdrop against which the transformation unfolds. But those things are not fixed. They push back. And if the roadmap does not account for that, it becomes a document that describes the future without any honest reckoning with the present.

A transformation plan that ignores the organisation’s change capacity is not a plan. It is a wish.

Real transformation planning starts with an honest assessment of where the organisation actually is. Not just technically, but culturally. What is the leadership team’s appetite for disruption? Where are the informal power structures that will slow things down? What has been tried before and why did it stop? These questions are harder than building a Gantt chart. They are also more important.

A transformation plan that ignores the organisation’s change capacity is not a plan. It is a wish.

How to avoid digital transformation failure: what has to happen first

None of this is to say that transformation is impossible. It is not. But the organisations that move through it successfully tend to share a few things in common.

They define what they are actually trying to achieve in concrete terms, not aspirational language. They identify who has the authority and the accountability to drive change, and they protect that person’s mandate. Before committing to a pace and a scope, they take an honest look at their actual capacity for change. And they treat the early phase not as a formality to get through, but as the most important work the transformation will produce.

Getting the setup right is not the slowest path to transformation. It is the fastest one. The organisations that skip it spend the next eighteen months recovering from a start they should have taken more seriously.

This is where Linelia’s transformation work typically begins: not with a platform recommendation, but with a set of hard questions that most organisations find easier to defer than to answer.

Common questions

What is the most common reason digital transformations fail?
Most transformations stall not because of the technology, but because of a gap between strategic intent and execution capacity. The objectives are vague, the mandate is unclear, or the plan does not account for the organisation’s actual readiness to change. These are setup problems, and they rarely get resolved once the programme is running.
What does it mean to have a transformation mandate?
A transformation mandate is explicit authority to make decisions, stop things that are not working, and hold people accountable for progress. Without it, even a well-resourced transformation becomes a slow negotiation. It is not about hierarchy. It is about clarity of ownership.
How do I know if my organisation is ready for digital transformation?
Readiness is less about having the right technology and more about having the right conditions: clear strategic intent, leadership alignment, honest understanding of current capability, and appetite to make real decisions under uncertainty. A useful starting point is an honest assessment of where your organisation is, not where you would like it to be.
When does it make sense to bring in external consulting support?
External support, whether in the form of interim management, advisory, or project-based consulting, is most valuable when an organization needs to move faster than its current structure allows, when a specific challenge requires outside objectivity, or when a critical gap opens mid-programme. The key is defining the scope and mandate clearly from day one, so the external partner can actually move at the pace the situation requires.
If your organisation is at one of these inflection points, whether a transformation is just getting started or has already hit its first wall, I am happy to talk through what the setup should look like. Reach out via the Linelia contact page or connect with me on LinkedIn to start the conversation.
April 7, 2026
What remains when the mandate ends

This week is my last at RheinEnergie.

Not dramatic. Not surprising. It was agreed from day one. And yet here I am, sitting in a meeting room in Cologne, looking at an agenda I built myself, thinking: what actually remains?

Not for the company. That’s documented, handed over, carried forward.

For me. And honestly, it’s a good feeling.

Interim management isn’t a sprint. It just feels like one.

When I started the mandate, the brief was clear: accelerate digital transformation, build structures, enable a team, gain marketing and sales growth. All with an end date attached.

What I underestimated: how deeply a fixed-term mandate changes the way you work.

There’s no time for long warm-up phases. You can’t defer things to “later.” Every meeting counts, every decision carries weight. That sharpens your focus on what truly matters, faster than any permanent role ever could.

And yet that’s also the beauty of it: you build something you won’t finish yourself. You create the foundation, and then you trust the team to take it further. That trust – and seeing them do exactly that – is one of the most rewarding parts of this work.

Building structures is one thing.
Building a team and a system that others can take forward and scale…that’s always been my definition of success.

What energy companies actually need — versus what they think they need

RheinEnergie is not a startup. It’s a company with history, with grown structures, with people who have been doing their jobs well for years, while operating in an industry that’s changing faster than ever before.

What I encounter again and again in organisations like this: the desire for transformation is genuine. The willingness to truly disrupt existing processes to get there, often isn’t.

That’s not a weakness, it’s human. People who have spent years building a system will defend it. People who carry responsibility protect themselves against failure. And people who are accountable for daily delivery simply don’t have the bandwidth to simultaneously reinvent everything.

That’s precisely where outside perspective creates value. Not because external consultants are smarter.

But because we have nothing internal to protect and everything to prove through results.

The uncomfortable conversation and why it matters

When I look back at the moments where I genuinely moved something, they were rarely the big presentations.

They were the uncomfortable conversations.

The one where I told the leadership team that a particular process wouldn’t scale — even though it had just been proudly showcased.
The moment I openly challenged a priority that seemed settled.
The room where I said, as an outsider, what nobody inside was willing to say.

None of that feels comfortable in the moment. But when the team is open to that kind of honesty – and this team definitely was – it becomes genuinely energizing. That openness is what makes transformation actually happen.

You’re not brought in for validation.
You’re brought in for clarity.

And when the team embraces that, remarkable things happen.

What remains

A mandate ends. But what was built stays.

Structures that keep working without you.
Decisions that got made because someone created the space for them.
A team that is now ready to take full ownership and continue scaling. I’m genuinely excited to see where they take it.

That’s the goal of good interim management:
not to create dependency, but to leave capability behind.

What I can say: I’m leaving this mandate with more than I brought. A deeper understanding of an industry in transition.

Real respect for the people inside large organizations who push for change every day. And the confidence that comes from building something that continues on its own.

The question that stays with me

How do you hand over something that isn’t finished?

Transformation isn’t a project with a sign-off sheet. It’s an ongoing process. And yet there’s always this moment where someone from the outside passes the baton and says: from here, this is yours.

I don’t have a clean answer to that. But I believe it’s not about finishing everything. It’s about taking the right things far enough that they continue on their own.

That’s the most honest goal an interim manager can have. And in this case, I’m proud of what we built together.

If you’re curious how I support organisations through digital transformation and interim leadership, 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.
March 31, 2026
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.
November 21, 2025
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.
October 30, 2025