Marion Pohl

Under my own steam – strength

Under my own steam By bike from Berlin to Toulouse – part 2: strength What a rush of happiness that was! From 26 July to 17 August 2024, I was on my own personal road trip from Berlin to Toulouse. I wanted to find out: Can I cope with a major physical challenge? Am I still ready for adventure? Am I flexible enough to deal with the unexpected? At my side for parts of the journey: my travel companions Flo and Cat. The most important object I relied on: my gravel bike – a wonderfully robust, yet relatively lightweight bicycle that faithfully completed the 2000-kilometre journey with me.

Under my own steam – planning

By bike from Berlin to Toulouse – part 1: planning Sometimes this is just what I need: a feeling that develops into a view which reaches beyond the office door; going farther, beyond the city boundary, beyond the national border, and – all of a sudden – even beyond time. I need an adventure. That’s how I felt last year.

Using existential analysis for a lively dialogue between leaders and their teams

Using existential analysis for a lively dialogue between leaders and their teams Although existential analysis is quite naturally part of my counselling, I am often asked – and that in many different contexts – what exactly it is. This text is intended to clarify the term as such and to explain the positive effects existential analysis has in the economy and in organisational development.

Just do it

Just do it! Or: Doing is stronger than wanting to do What actually happens to the projects we’ve always wanted to do? What happens to the business idea that has accompanied us for so many years but has never been implemented? You know the answer: probably nothing. But then, other people just put it into practice. That is why I like the motto “Doing is stronger than wanting to do”.

Lead yourself to be a good leader to others

How the movement-based Feldenkrais method has a positive effect on posture, expression, and leadership “It’s not what I do, it’s how I do it” – this sentence by engineer Moshé Feldenkrais, which seems rather simple at first, explains why I consider the method he developed so useful for any kind of relationship. People who practise Feldenkrais get into touch with themselves and, in this way, become clear about what they do. And those who are clear about, and aware of, themselves will – quite obviously – also be clear about, and aware of, their fellow humans.

Networking events – giving an important impetus to talent management

Young talent and management talking to each other Thinking up ideas during the lunch break? Enquiring about possible mentors in the canteen? In other European countries, opportunities for networking are used much more incidentally and naturally. Here in Germany, it is rather unusual for HR staff to meet top management for lunch to talk about personnel development. From my own work experience in France, all I can say is, ‘What a pity to waste such an opportunity!’ I am a firm believer in networking events and in exchange that goes beyond conference rooms. For many of my clients, I designed and implemented networking events as part of talent management.

A good team? Ideally, more than that!

A good team? Ideally, more than that! Role models of mentor and mentee Mentoring plays a crucial role for a successful talent management. Used in the right way, it lays the foundation for highly committed new leaders. However, mentoring can only work if certain basic tactical prerequisites are observed. First of all, it is important to find the perfect match of mentor and mentee, to make sure they are well prepared, and to support them with regard to their first meeting, when they should define together the process as well as the guidelines and principles that suit them. Furthermore, it is essential in this initial phase that both parties clearly specify what they expect from the coming relationship. The HR department can occasionally provide guidance and support for the process.

What actually is mentoring?

What actually is mentoring? Building bridges between top management and young talent A Teams call in the afternoon. When Isabelle joins the call, Fiona, who works from home, smiles into the camera. She has great news: she completed her Scrum Master certification with distinction. It was through the initiative of Isabelle that Fiona did a Scrum Master course in the first place. Isabelle is Fiona’s mentor. She works in a thriving software company as head of e-commerce. The two have been a mentoring pair for almost a year. Isabelle supports Fiona in her development, guides her when she has to make decisions, and answers questions. But Isabelle also benefits from the mentoring relationship: inspired by Fiona’s fresh perspective on things, she has already adjusted some of her processes for the good of her department. Moreover, Isabelle can well imagine Fiona succeeding a colleague from management whose promotion is coming up soon.

Successful talent management in practice

Successful talent management in practice How companies can breathe life into their strategies You want to keep a strategic eye on the talent in your team? To do this, there is a somewhat unconventional method we know from team sports: the player card. This allows you to compile a well-structured profile of the members of your team, showing their skills and potential at a glance. In development meetings, you can then use the player cards to gain a very special view of your company’s team and to focus your tactics almost playfully.

Strategies in talent management

How companies can make their human resources development future-proof and retain high-potential employees: Do you want to know exactly which paths your employees are taking? Dismiss that idea! Your ace in the hole is agility. People change. They discover new interests and talents. Restrictive structures and inflexible job profiles hamper further development and stifle potential. In other words, successful talent management is not about setting or planning careers, but about top management enabling its employees to learn and develop. The keyword is “co-creation” rather than “waterfall model”.

Recognising, developing and deploying talent

How you identify and promote talent in your company: Almost every company can relate to the struggle for talented professionals. For some time now, companies have been facing the challenges posed by demographic change, global competition, structural transformation as well as technological advances and digitisation.

Spurring fresh ideas

Spurring fresh ideas Why Walk & Talk provides room for new thoughts not only during a pandemic What a year was that which we have left behind us! And what a year will be this budding 2021? How will things go on? Anyway, I wish you a safe, happy, and successful new year – and I would like to start this new year with a fresh idea.

Leadership 4.0 is not for beginners

In my blog series “Virtual leadership”, I discuss various aspects of collaborating at a distance. One of the things that inspired this blog series is my work as a lecturer at the FOM University of Applied Sciences for Economics and Management. Another factor is, of course, Corona: the crisis helped to render virtual leadership a prominent topic. Whatever the effects of the pandemic all over the globe, it also contributed to lasting changes in the world of work.

About video conferencing, chats, etc.

About video conferencing, chats, etc. Virtual leadership – software solutions in practice Virtual leadership – how does it work? What tools can people use to stay in touch when physical contact is prohibited? How can they best collaborate at a distance? As an executive coach, I give advice to leaders from the most different industries. I talked to some of them about what forms of team work (part 3 of the blog series) they preferred during the corona lockdown. In part 4 of the “virtual leadership” blog series, I am now going to present a selection of tips that some leaders offer concerning the most efficient groupware solutions.

Is this New Work? How virtual work becomes a reality as the result of a crisis

Is this New Work? How virtual work becomes a reality as the result of a crisis Virtual leadership in practice – changes and challenges Frithjof Bergmann, founder of the New Work movement, developed his theory of a new concept of work more than 40 years ago. Now, at almost 90 years of age, he is in demand as a speaker at conferences and in large agencies. The advent of digitalisation had rendered his idea of the personal freedom of employees relevant again, before a pandemic led to the partial implementation of New Work in the world of work. This may sound straightforward – but what are the challenges? I talked to leaders from different industries about this topic.

You want to have more competence? Here you go! Virtual leadership in enterprise 2.0

The concept of open leadership is based on mutual trust. This requires leaders to show a high degree of openness in dialogue and relationship management. Employees may – and should – take on control tasks, work and make decisions as independently as possible. The technical term for this leadership concept, which emerged in 2010, boils down to four letters: HERO is short for “Highly Empowered and Resourceful Operatives”. The concept is designed to give employees who can work independently and have the corresponding skills new control and co-ordination tasks.

Home office to home office Virtual leadership – a challenge offering opportunities

The concept of virtual leadership is not an invention of the Corona pandemic. In the early 1990s, scientific papers discussed the “virtual enterprise”, and “e-leadership” emerged as a new concept in 2000. With the current situation, however, “digital leadership” has suddenly been pulled out of its niche existence, becoming a global reality. Yet, what exactly does that mean?

The power of change: how to turn crises into opportunities

Some changes come so unexpectedly that they cause reactions similar to those that occur after a severe shock. Yet, after a time of paralysis, anger or grief, they can trigger processes never conceived before.

All in one boat: heading for new horizons as a well-oiled crew

Much more than a felicitous metaphor: looking at yachting can be an exciting source of inspiration for team development.

Coaching by running where runners outrun themselves

Two athletes, two stories: coaching on one of the most demanding race courses in the world – at the Grand Raid, a distance of 100 miles (165 km) and more than 31,000 feet (9,600 m) of climbing will make runners go to the limits of their capacity.

Leading with attitude

There is hardly a dance that can boast the improvisation potential of an Argentine tango. Here, the leader shows where he wants to go and, at the same time, empathetically engages with his partner.