8 critical questions for leaders

As a long-time managing director of a GmbH with up to 14 employees, I know how important and simultaneously difficult it is to maintain the balance between strategic tasks and operational pressure.

What have I learned during this time? To be honest with myself, to recognize what is truly important for the organization, and to act accordingly with discipline. It all begins with us as leaders regularly asking ourselves challenging but critical questions about our business model.

But it cannot remain at the level of ideas and theory. In the end, it is exclusively about implementing the measures that can be derived from the answers. This requires courage, perseverance, and resilience.