Many people long for more structure and peace in everyday life. We are faced with the challenge of balancing the often-different elements of our lives – partnership, children, family, work, volunteering, leisure, sports, … – with their aspirations and expectations.

We learn so much today, but too little about who we are, how we tick and what we need in order to live healthily and effectively in the long term. Some people know how to do it in theory, but when it comes to putting this knowledge into practice, there are problems.

• What happens when my body is permanently under stress?

• How the interplay of the Great Brain and the Limbic System works?
• How the scientific legitimacy of the gut feeling makes my life easier?

• How do I activate these two friends in my life?

• How can I get out of a crisis stronger?

• As my thinking determines my feelings and vice versa!

In today’s hustle and bustle of working life, it’s more important than ever to be well-organized, to be in control of yourself, your work and your time – and not the other way around.

However, good time management involves much more than just scheduling and organizing techniques. A holistic view of dealing with time also includes the individual requirements of different personalities as well as the professional and private requirements and goals.

• Requirements for healthy time and self-management
• From the victim role to the designer role
• Develop positive attitudes
• Characteristic of effective habits

• Find out the individual time management type (according to disc)
• Strengths and challenges in time management

• The importance of goals for active time management
• Defining areas of life and roles
• Set and formulate realistic goals
• Make a hasty and important difference
• The Eisenhower principle
• Prevent stress and burnout

• How to get a burnout?
• How endangered am I (stress test)?
• How do I successfully prevent burnout?

• Plan work steps and time requirements
• Phases of work organization
• Generate trouble-free times
• Weekly and monthly planning
• Project Planning
• Schedule systems (Outlook / Notes)
• Always available? The healthy handling of mobile phones and handhelds

• Desk organizer and filing system
• Folder and e-mail structure
• The 2-minute rule
• Ensure flow

• Analyze interruptions
• Reduce confounding factors
• Successfully say “no”
• Expose time-killers and defeat them

• Establish an efficient meeting culture
• Learning effective delegation
• Successfully combat postponement
• And other topics

Changes are scary! Reorganization processes in the company force employees to let go of “cherished old things” and to deal with new things. How do you manage to remain personally stable during and after changes? Instead of standstill and paralysis, anxiety management, courage and the ability to get involved in new things are in demand.

• Self-perception in change processes
• The phases of change according to Lewin and Fatzer
• Successfully design transition processes

• Feedback exercise
• Summary of human change types
• Cooperation
• Tensions in the team in case of changes
• Development opportunities

• Exercise
• Follow negative attitude to change
• Positive attitude

• Assessment of the situation
• Loss of stability
• Opportunities for the new situation

• Keep cycle
• Change cycle
• Exercise

• Consequences of irreconcilable action

Just under a fifth of all gainfully employed people between the ages of 25 and 64 complain about stress at work. The result: workers are increasingly suffering from physical and emotional exhaustion – a sign of burnout. Therefore, it is important to be aware of your own risk and load limits in order to remain able to act.

The daily work demands a lot of energy and commitment. What happens when the feeling spreads, never to have enough time for all tasks and the working days are getting longer and longer? Healthy work – even 12 hours a day – never leads to a burn-out. Rather, the quality of recovery periods and their own recognition of stress limits play a crucial role in order to remain able to act in the long term. How do creeping feasibility delusions and simultaneous loss of reality come together? How can energy and reserves be mobilized and how can I protect myself from resignation? Recognize the principle of self-responsibility and how much you yourself are committed to staying healthy. What are the leading indicators by which you can identify a potential health hazard in the work environment?

Global economic and political changes in dynamics and complexity also have a regional impact on companies and organizations of all kinds. The ability to adapt and change is becoming increasingly important and increasingly a key competence. Change has always caused insecurity and fears. In times of change, there is an increasing inconsistency: the old ceases to exist – the new, however, is not there yet. For many executives and employees, the transition becomes an ordeal.

• Classification, global destabilization
• Uncertainty – what it does to us
• Contradictions – causes / effects
• Myths about safety
• Thinking and thinking

• Definitions
• Meaning, purpose, the benefit of the change
• What does change mean to us?
• Who does not keep up with the times …
• Change in ability/willingness to pay
• Change fears and resistance

• Mental patterns – how they arise
• Recognize / understand mental blocks
  • Disaster thinking
  • Insurance thinking
  • Absolute demand and must think
  • Black and white thinking
  • Dislocation interpretation

• Cognitive behavior
• Expose mental scenarios
• Rethink constructively
• Stage new thinking (paradigm shift)
• Solve mental and emotional blockages

• Self-reflection and self-analysis
• Environment analysis
• Model of prescencing
• Coping
• Dealing with worries
• Development of future confidence

• Self-reflection
• Dilemmas and paradoxes
• Dilemma behavioral options
• Understand and use paradoxes
• Role model nature
• Conflict conflicts
• Decision stage

Statements such as “Everything was better in the old days!” document the great dissatisfaction of the employees and executives in the company. They complain about changes, cuts and the behavior of others. However, motivated employees are essential to bring the company forward and to be productive.

• How can I, as an individual, develop my own strengths?
• How can I as a leader lead a strength-oriented career?
• How can teams complement each other in their own strengths and create synergies?
• Forming a culture of strength in which performance correlates with purpose and well-being
• Creation, maintenance, and loss of employee and self-motivation
• Location: The Gallup Q12 Employee Engagement Indicators
• Collect success stories and sharpen positive perceptions
• Practice a chance-oriented meeting and discussion culture
• Dealing with troublemakers
• Derive an action plan for the near future and agree on follow-up actions

As a leader, you and your team are required to deliver the defined benefits. This is a great challenge especially in those situations where more and more work has to be distributed to fewer and fewer high performers. In addition, there is a high power and time pressure.

• Self-check – discover the personal resistance
• Resilience Factors: The Pillars of Inner Strength
• Develop approaches for promoting one’s own resilience
• The “tumbler” strategy – how people can emerge stronger from crises and changes
• Leadership with resilience – promoting mental resilience among employees
• Create a positive attitude to the willingness of employees to change