Sorry, this entry is only available in German.

Roland Dürre
Wednesday October 3rd, 2018

BUSINESS Visualisation

THE BOOK by
Botta/Reinold/Schloss

Behind this really harmless title, you will find a truly exciting non-fiction book. I would call it a book for people between six and ninety who want to have more joy and success in life.

The sub-title

A tour guide for curious and visionary persons
already gives an idea about the book being something really special.

Special? Well, I read it and I would call it revolutionary. It is about a trip into a new world I very much love and cherish. It is a world full of creative and appreciative communication and of “living together”. And it leads into a world that will continue to change and grow.

Basically, it is not a book you will read, but more a book you will feel your way through. In an exciting and humorous way, the trip of a young lady whose name is Barbara (Babs) into an agile adventure is described. This trip brings her through the world of modern communication, beginning from listening and understanding and ending in a very rounded way via the creative when the results are documented.

For me, it is quite clear: communication is the basis for all kinds of “social systems”. And communication will work better if we make use of innovative formats (some of them are actually very old). Part of this concept is the use of images and haptic – as part of a new and very sympathetic mental frame.

During my activities, I am often surprised to see how many people simply ignore the “agile change” that takes place around them, or else they are almost overrun by it. The book, which was written as a co-operation project between Botta, Reinold and Schloß, could be a solid introduction to this “new world“ for non-experts. But also the “experienced agilest” will find quite a few innovative ideas.

I can guarantee that this book will remain exciting from the first to the last page. It is not one of those works where the message is clear after the first fifty pages and where said message is then artificially lengthened and repeatedly proven in a boring way. No – you will find something new on every page. It remains full of humour at all times and the joy of reading will never end.

I would wish that the authors were to write more books about more trips, because the wonderful world of modern communication is endless. The book really contains a lot of it – but naturally not all of it. Barbara (the hero an inspiration of the authors in real life) could easily take us with her on many more great trips.

That would be nice. But I already very much recommend the first trip. For entrepreneurs and (project) managers, the book is a must.

RMD
(Translated by EG)

Sorry, this entry is only available in German.

Roland Dürre
Wednesday September 13th, 2017

Entrepreneur’s Diary #123 – Appraisal Interviews

Evening Event BICCnight “it at media“ in the foyer of the Funkhaus Bayern. München, 22/07/2011 picture by Stephan Goerlich

For today’s entrepreneur’s diary, I chose a very banal topic: The Appraisal Interview.

Together with Wolf Geldmacher, I founded the InterFace Connection GmbH in 1984. Immediately, we had ten successful years as the producers of the software HIT-CLOU and quickly became the leaders on the market for text systems on UNIX in Europe. Because we were a great team. It was a true delight. In retrospective, those were the ten best years of my professional career.

Before we founded InterFace Connection, I had worked for Siemens and Softlab. I wanted to adopt all the things I found good in those enterprises in my own firm. It was quite a number of things. However, there were many more things that did not find my approval and I consequently wanted to handle them differently – those were the more important things.

Among other things, I am talking the chance to decide what tasks were delegated to whom and also of deciding what, when, how and where the work had to be done. At Siemens, the delegation of tasks was “from top to bottom”. That was not what I wanted. And during the first ten years, thanks to a high degree of self-organization and a huge amount of self-responsibility both of the team and the people at InterFace Connection, this worked (very) well.

Both Siemens and Softlab had things I liked. For instance the yearly appraisal interview. It gave you the chance to speak openly with the boss of a hierarchical system at least once every year. I found this a good idea and did the same at the Connection. Regardless of the fact that we always were an enterprise of “open doors” – which means that all employees could come and pour out their sorrows over me and Wolf at any time. Today, I still recommend the “open doors”. However, I no longer recommend the appraisal interviews. The reason is that you do not need them.

At InterFace Connection, this is what happened: after three months (shortly before your probation time ended), there was the first appraisal interview and then, always before a years was over, there was the next. Thus, depending on the time a new person was employed, the interviews took place all the year round. There was also a structure for the interviews. Looking back upon the last year was a considerable part of the interview, then came the exchange of feedback and eventually the negotiations of a new income. I always asked my employees to be well prepared and saw to it that I, too, was always well prepared.

Basically, it went quite well. Except that a few wise-cracks thought it was perhaps unfair. After all, the entrepreneurial context of one month might be totally different from another month. And this could mean that a rise in income based on the current situation might not be fair.

We reacted to this and re-scheduled all (!) the interviews to take place at the end of the year. This had considerable disadvantages and made the topic a sad one. The stress level in November and December climbed another notch. That caused lack of motivation and exhaustion. Nor did the direct comparison make things any easier. At the time, I did not yet understand that there is no such thing as justice (or: there are many definitions of justice).

Perhaps one could construct a “justice based on need”. But justice based on achievement is definitely nonsense.

Today, I believe you cannot set dates for interviews of any sort by following a rule. Let alone if the date is in the far-away future. No, you always have to have an interview close to the occasion, when you have a good reason or at least a current situation that allows or demands it.

Especially communication between humans always has to take place when the necessity arises. For instance, dissatisfaction must never be conserved until the yearly appointment in order to then open the frustration nozzle.

More money agreed upon in ritualized interviews is only the second-best thing. It is better to talk about distributing the success exactly at the time the success happened. And it would be best to let those decide who actually were the ones who made the success possible. At team level.

Wages are a difficult topic. I already wrote about it quite a few times and probably will soon again write about it. Because it is not really goal-oriented that, in Germany, you get more money every year until you are quite old – up to retirement – and, on the other hand, decreasing wages are not really possible during the active time of a work contract. Simply because the achievement curve, even of a programmer, cannot point upward all your life long. But I will write about this at another time.

RMD
(Translated by EG)

P.S.
For more articles of my entrepreneur’s diary, click here: Drehscheibe!

Roland Dürre
Thursday February 23rd, 2017

Aphorism: HUMANS & LEADERSHIP

 

Many thanks to Christian&Daniel (© Visual-Braindump)

Two theses

(I)
If “hierarchical structures” dominate an enterprise, then a culture of “agile, digital, lean, open, social“ is not possible. There might be a few exceptions for start-ups founded by a private person, but they only prove that the rule is in general correct.

(II)
Human beings feel comfortable in social systems like enterprises if they experience, respect and appreciation and if they can take responsibility in a spirit of courage and joy. The counter argument that this cannot be true for persons who have been trained in obedience and dependence is not in accordance with my concept of humanity and consequently not valid for me.

I defend these two theses vehemently.

Two ideas

(I)

A good rule for entrepreneurs is

“Only employ persons of whom you believe they have at least the potential to do the job better than you yourself would be able to do it!“
I (almost) always stuck to this rule at “InterFace Connection”. And my experiences were very good. It is also true at Google and probably one of the factors that made this enterprise so tremendously successful.

(II)
If you have employees who, following (I) are “better” than their bosses, then how can a system and its agents come up with the idea that control “from the top”, central ideas, set rules, division of labour, set and structured processes and a formal systematized communication might be better for the enterprise and its stakeholders (employees, customers, shareholders, ..) than an agile self-organization of the teams and informal networks. Especially in times of rapid change!

Incidentally, there is also a method (or rather: a procedure or culture) called: “Kanban”. I believe that both theses and ideas are true for all areas where humans work together, be in as a software engineer or as an elderly care nurse.

RMD
(Translated by EG)

Roland Dürre
Monday November 7th, 2016

Entrepreneur’s Diary #118 – Employee Involvement

A short time ago, I received an email from a young man who is also an entrepreneur and a friend of mine:


During the last two years, a lot has happened and our small IT company now has seven employees. For next year, we are again seeking new employees. We are also wondering how to improve salaries in general without threatening our financial situation – in case matters will at some time not be so rosy.

Now I would like to ask you if you have experience with employee involvement or if there is somebody you could refer me to. Since we do not specialize in one product, generate a lot of cash flow with custom-made goods and also do not wish to sell our company, the question might be a little more complicated than it initially looks.

Would there be a chance for you to feel like and have time for coaching us in this matter in the near future?


Naturally, my answer was YES. But it was not because I wanted to coach them. That is something I refuse to do as a matter of principle. I also do not like to give advice. After all, advice can turn vice. Instead, I share my knowledge and ask questions.

Hoch die GREAT WALL mit Käppi nach hnten.

Once in a while, being an entrepreneur is like climbing the GREAT WALL.

First and foremost, I checked If I had ever before written anything about employee involvement in my entrepreneur’s diary (Unternehmertagebuch). Since the answer is no, I will relate the results of my discussion here in the blog.

Let me start with my own experiences:

As a matter of facts, fairly shortly after the foundation of the InterFace Connection GmbH (for us, the name Connection was more than just a name, it was programmatic) in 1984, Wolf Geldmacher and yours truly decided that we wanted to offer all employees (and even in 1986, we are talking around twenty) shares of the enterprise.

At the time, we were four partners in the firm. The “active” ones were Wolf and I. We were both employees of the Connection as managers and both owned 30% of the capital. The two “passive” partners in the firm were Dr. Peter Schnupp (a man who had written IT history) and the InterFace Computer, represented by Claus M. Müller. They had 20% each. At the time, our capital was as much as 100,000.- DM and our legal status was limited liability company.

Dr. von Hase was “our” counsellor-at-law. He accompanied our enterprise during many years. In retrospect, I can certainly say that his advice was always very good advice for the company. It did not take long for him to convince us that the limited liability company status was not the best possible for an enterprise with several partners. Especially if some of them are also employees. Conflicts that, for example, might arise from the enterprise-employee relation might easily have a negative effect on the partnership level.

Consequently, 17 employees of the IF AG founded a share association that took 10% of the capital (10,000 DM) out of the entire sum (100,000).

The sales price for the 10% was 60,000 DM (10,000 DM for the shares plus an extra rate of 1:5 , i.e. 50,000 DM). At the time, our enterprise was easily worth 600,000 DM. The money remained in the company as backup, which improved the capital situation (from 100,000 to 160,000 DM). The total shares situation changed as follows: Wolf and I now held 27% instead of the 30% we held before the transfer. InterFace Computer and Peter Schnupp now had 18% each instead of the 20% they had had before. And 10% were now owned by the shareholder association of employees who then mathematically held a share of 1/170 each of the enterprise. It was a good example for a successful employee involvement.

For the employees, one disadvantage was that they could not directly own shares of the enterprise, instead “only” indirectly holding shares as an association. This limited the fungibility of the shares. When, in the late 1990ies, the InterFace Connection GmbH became the InterFace AG, the shares of the employee association became stock of the InterFace AG, which meant this limitation was no longer active. Whenever I meet InterFace AG employees today on general meetings, they tell me that the employee involvement was the best investment of their lives.

In the 1980ies and especially in the 1990ies, many persons worked with option models in Germany that were rather dubious affairs as far as tax was concerned. The procedure was particularly attractive for young and quickly growing enterprises that wanted a speedy entry into the stock market. I have a few scattered friends who actually – to their own surprise – became millionaires because of these models. Mostly, however, the persons I know who did it tended to lose money, rather than profit.

Today, I believe cooperatives are probably something to keep in mind when this is your purpose – especially if you want to think sustainable and long-term. Even though originally the cooperative model was not intended to be beneficial for employees. Initially, they wanted to share the use of production machinery and buy said machinery. But it will also work if you want to make it possible for employees to share the success.

To me, partner models such as those used for entrepreneurial counselling look rather innovative. Especially the varieties where you can buy shares upon entering the firm and have to hand them on as you leave sound exciting, With them, you will profit from the success and growth of the shared enterprise in all the time you are part of it. If I were ever to found a new company, I would probably try the BGB company partner model.

During our discussion, we also looked beyond the “pure earnings”. To be sure, a market-oriented income plays an important role when it comes to the employees’ motivation. In fact, salaries and continued education are the most important costs in service companies. It goes without saying that enterprises find it easier if they only need to pay part of these costs if they are actually successful.

However, money is only one (even if an important) part of what constitutes the relationship between the enterprise and its employees. The entrepreneurial culture and the values lived in the firm are just as important. Catchwords are openness and transparency, the possibility to participate, as well as respect and appreciation of all the persons in the firm being a foregone conclusion.

In an enterprise, you should feel that all the employees share the courage for the future and find pleasure in doing what they are doing. “Strategy” should be something like a shared feeling, rather than just words. The enterprise should not just create value for the shareholders, but also for all the stakeholders. That includes the families of the employees. For partners and children of colleagues, the enterprise should be something they can “touch”.

And also – this is very important:
Success should (as often as possible) be celebrated together!

RMD
(Translated by EG)

P.S.
For more articles of my entrepreneurial diary, click here: Drehscheibe!

Roland Dürre
Wednesday August 10th, 2016

Bavarian Constitution, Common-Good Economy…

… Eye-Level, Intrinsify.me, Democratic Enterprise in Management, Holocracy – and Buddhism in Management .. These are all Things I Like. 
- but, please, no CSR!

Vajrasattva (Tibet)

Vajrasattva (Tibet)

Most of us want the same thing: an economy that serves humans. As opposed to humans serving the economy.

That is why I love the Bavarian Constitution (Bayerische Verfassung), where one article explicitly states that it is a huge privilege granted in Bavaria to do business in a community – and how this right is an obligation for the enterprises and entrepreneurs, making it a must for the goods and services they provide to first and foremost be useful for the people.

And in another article of this wonderful constitution, the entire thing is repeated and emphasized again for the finance sector! However, said finance sector could not care less, instead mostly doing things that would be unconstitutional – at least in Bavaria.

I am talking about Articles 151: business is linked to the common good; principle of contract freedom and 157: amassing capital; money and credit. But those are far from the only articles truly worth reading; there are quite a few more of them in the Bavarian Constitution…

I equally appreciate the Common Good Economy around its protagonist Christian Felber. They came up with a common good matrix that makes it possible to check what contribution the enterprise you work in or even perhaps “manage/own” makes for the social life. And it is worth the effort of informing yourself about it.

The project eye-level, along with the film is something I admired because it showed that there are actually enterprises practicing eye.-level successfully.

The brave ideas of the people at intrinsify.me, too, are very close to my heart, as are the clear concepts introduced by Andreas Zeuch who was the inspiration for entrepreneur democrats (Unternehmens-Demokraten). They show that democratic enterprises work better. And they also came up with the wonderful slogan:
ALL POWER TO NOBODY! 

Even the friends of holocracy make a huge impression on me, even though I see the danger of a tiring democracy that might easily lead to “holocrazy”.

A short time ago, however, I met a young entrepreneur. His name is Julian Sametinger and he wrote a Bachelor Thesis  (Bachelor-Arbeit, click here to read it, it is really very much worth reading) on “Buddhism in Management“. It is a wonderful piece of work and more exciting than some criminal stories. And, basically, it covers all you need to know. It is also the reason why I write this post.

I have a huge amount of respect for all these ideas. Their very existence makes me enormously grateful.

But, please, to not offer me CSR (Corporate Social Responsity). It is hypocritical, produced by university ethics-talkers and rehearsed with ethics commissions appointed by the state. I mostly find it pompous gibberish as we know it from politicians and lobbyists. Except that it has been graphically beautified with federally financed high-gloss transparencies and posters of the important associations.

If you want names, I will gladly provide the details about some evil and not quite so evil professors, along with their often absurd concepts and more or less ridiculous activities. Since, however, this blog is supposed to be more about the positive ideas than the negative, I will end this article here.

Thank you for reading it and goodnight to you all!

RMD
(Translated by EG)

Roland Dürre
Thursday March 24th, 2016

Entrepreneur’s Diary #115 – A Personal Interview.

A short time ago, someone asked me to answer a few questions in writing as a preparation for an event. Here are my answers (in cursive letters):

Beim IF-Forum "Jean Paul" (2013)

During the IF Forum “Jean Paul“ (2013)(2013)

We would be interested in who you are and what exactly is your interest when talking the conflict between leadership and cooperation?

I see myself as an entrepreneur, activist, impulse giver and inspiring counsellor.

For us, your motivation is particularly important: where do you get the energy for what you do?
From all the people I meet on a daily basis and from the cooperation with many other persons.

What are your current projects/initiatives?
I coach and support enterprises (including the ones I am myself part of), help start-ups and mentees, am involved in (almost) anything that pertains to “digital transformation” – it used to be called information and communication technology – and I try to promote social topics such as “active mobility in everyday life” (as our future mobility) and “peace” (as my life’s goal).

What are the topics you would wish to discuss and exchange opinions on?
How to make enterprises more successful and humans happier.

What are the topics you can tell us something about from your own personal experience?

In fact, many things come to mind.

What would your statement on leadership and cooperation be?

Leading is an enterprise, an enterprise means inspiration, giving impulses and making it possible that everyone can be part of the team – and that this is what actually happens. Courage and enjoying what you do will guarantee your success.

As you see it, what should be the formative factors in leadership and cooperation today?

Humility in the face of the task and respecting the people.

Can you give a personal story or an example from your practical experience?

One of the nicest stories in my professional life (for me) was the foundation of InterFace Connection GmbH with the development of the product Hit/Clou.

Where do you see the future of work-life?

Giving up working against each other and instead working together.

What is your dream/vision when it comes to innovative working models?
Networks and participation, instead of hierarchy.

What is necessary in order to achieve this?

It is important that an enterprise is agile, open (transparent) and lean, both in concept and actual realization.

What do we already have that makes you enthusiastic?
Especially in “young” and medium-sized enterprises, you will more and more often find “dialogue at eye-level”. But in big enterprises, you constantly get (successful) biotopes that live just as well.

Where do you see the special challenge for an enterprise if they want “dialogue at eye-level”?
The ability to listen and the willingness to accept that other persons are different should be a self-evident part of the entrepreneurial culture.

If you imagine an enterprise where cooperation happens at eye-level, what emotions does that stir inside you?

The feeling of shared responsibility, trust into the future, enjoying my work. I am very happy that, in my professional life, I mostly enjoyed this kind of atmosphere.

Can you define: dialogue?

Listening is more important than talking.

What is “at eye-level”?
Appreciating each other and actively respecting each other.

What challenges do big concerns face?
That all employees should identify with the system they are part of in a “healthy” way and that they can all be part of the decisions in a “meaningful’” way. This should happen voluntarily and without indoctrination and centrally controlled manipulation.

What questions arise in connection with this issue?
I wonder if this is even possible after a company has reached a certain size. Are mega-concerns at all capable of realizing such a concept? Can growth actually be the absolute standard? But then: can an enterprise be successful at all if it does not grow? I am not sure if it is possible to do the balancing act between growth being necessary and growth being potentially detrimental in a sustainable way!

Have you already found answers or are you still looking for them?
Sometimes I believe that enterprises should have an upper limit to the number of employees. And as soon as they reach this number, they should split into smaller units wherever this can reasonably be done.

What are your successful concepts for the future?
It might make sense to consider enterprises more like “living organisms” with very individual values and their own individual culture, rather than “machine-like” systems you can control by “pulling a lever”.

What are the ideas/methods you are trying to find?
Here is what I could imagine:

  • In general: realize even (mega) big tasks and projects through networks comprised of small systems.
  • Less and – above all – shorter meetings in the organizations.
  • A lot of peer2peer work (truth begins with two).
  • Anti-conferences will generate more results than, for instance, strategic kick-off meetings or workshops.
  • Barcamps and OpenSpace are strong regular formats for sharing knowledge/experience and gaining insight.
  • Using more haptic (serious play) and visualization techniques (one picture will tell more than a thousand words).
  • And much more …

For me, a barcamp was a success if…

… all participants go home with a sense of achievement because a new common denominator, along with added insight, was created through trust and sharing.

What is special about a barcamp?
As opposed to a classical conference, a barcamp is self-organized and has no hierarchies. There are no presentations that have been prepared beforehand and all participants are responsible for the topics. This is how the discussions can be kept up-to-date and very dynamic.

Why have you registered?

Because I received such a nice invitation.

Is this the first time for you to attend a barcamp, or are you returning?

I first experienced anti-conferences, such as barcamps, a long time ago and then I founded my own barcamp movements (for instance PM-Camp for entrepreneurship and project management or AktMobCmp for “active mobility in everyday life“. But at InterFace AG, too, we organized barcamps and OpenSpace with all the colleagues at frequent intervals. And they were always rather a success, both for the enterprise and the employees.

What do you like about barcamps (in general)?
The fact that it is based on democratic ideas and the usually quick development of a great openness and familiarity between all the participants.

What topics are you concerned with?

Entrepreneurship, leadership, project management, the future of mobility, peace.

If you are asked such nice questions, it is really a pleasure answering them!

RMD
(Translated by EG)

P.S.
For more articles of my entrepreneurial diary, click here: Drehscheibe!

Roland Dürre
Friday February 12th, 2016

Three Phrases that can Destroy all Joy and Courage.

And I mean both for yourself and for others.

So klein ist der Mensch. Am linken Rand Muhamed, Führer und Freund.

We are back home! Humans are such small creatures. On the left, you can see Muhamed, our guide and friend.

Last week was the first time I saw the tombs and temples of the Pharaos. I learned many new things and had time to ponder.
I became aware of three phrases that can make life harder. The first one is

Yes, BUT …“
Early in life, I learned that it is probably not a good idea to say “yes, but” too often. It happened while I underwent management coaching.

In entrepreneurial everyday-life, I sometimes suffered under the “yes, but” attitude of the people around me. It probably never gained us very much.

When we decided
Hurrah, we will go on our first ever cultural Nile river trip!
the phrase re-surfaced.
I often heard it – sometimes I even heard myself saying it.

Yes, but what about our carbon dioxide footprint …
(a problem I take rather seriously) 
Yes, but aren’t cultural trips always so tedious …
(a temple a day, and sometimes two…)
Yes, but what about the long travel until we get there …
(it took almost 13 hours, first the train to Nuremberg, then the flight to Hurghada on the Red Sea and from there the bus to Luxor – another 380 km).
Yes, but we cannot do it because of the terrorist threat …
(while two trains collided in Munich)
and so on, and so forth …
And how stupid we would have been had we abstained from this trip!
The second phrase I mean is
Being opposed to something!

How often do I catch myself opposing something?
I oppose the gigantic subsidies of business cars. I oppose fascism. I oppose the stupidity of politicians. I oppose the coal harbour on the Barrier Reef in Australia. I oppose waste of food. I oppose bureaucracy. And so on, and so forth …

Just a few years ago, my friend Jolly Kunjappu declared that “being opposed to something” is a negative concept that will push you down. Why don’t we, instead, focus on what is nice, what we like and what we appreciate? This concept will give us courage and joy.

The third phrase is one that I was made aware of by Moslam last week. Moslam was our guide during our Nile river trip. We became friends. He regularly travels to Germany. Consequently, we also talked about his experiences in my home country and he told me how it always moves him when his German friends keep saying:
“We must …“

I know very well from my own experience what he means. I must go and buy some milk. After that, I must write an IF Blog article and evaluate business plans. And then I must meet Barbara for lunch at the Artemis (the Greek restaurant just around the corner). And in the afternoon, I must meet friends from the university at the Forschungsbrauerei for the brown ale initiation. And tomorrow, I must go and attend the F.re.e

But then, isn’t it wonderful that I can go and buy milk. After all, it is not at all a matter of course that, just around the corner, you can buy good milk in the brown bottle with 3.8 % fat. It actually still tastes like milk! And I always enjoy dining at the Artemis, because there the food tastes excellent and the Greek landlord and landlady are always so friendly. The Forschungsbrauerei, too, is always worth visiting and at the F.re.e , there are so many impulses waiting to tell me what I can do – thanks to the diversity of cultures and regions on our great planet.

These are all things I enjoy doing, because they are just wonderful – so why would I have to do them?

In a nutshell, I would say:
It pays to think and write in a “positive” way. If that is what you decide to do, you will feel and think more and more like it!

Pure luxury between Luxor and Assuan. Isn’t life just great?

Luxus pur von Luxor nach Assuan. Das Leben ist schön!

Luxus pur von Luxor nach Assuan. Das Leben ist schön!

RMD
(Translated by EG)

Roland Dürre
Thursday January 21st, 2016

Bernd Fiedler – K-Working

I am sitting in the ICE 1682 from München to Berlin, on my way to the PM-Camp-Orgateam meeting. Again, the WLAN does not work in the train (no IP) and I do a little “tethering”. The Deutsche Bundesbahn will not repair the WLAN before tomorrow morning at 8 a.m. (according to a @DB-Bahn tweet in reply to my complaining through twitter), although a simple “reset” would probably do the job.

But, luckily, I have the new book by Bernd Fiedler on me. Bernd is a good friend of mine. I like coming along when he goes on presentation tours, or else I meet him playing cards. He is one of those persons who never create new problems. Instead, he always talks of things and the future in positive terms. Consequently, meeting him is always a delight.

K-Working-FiedlerNow he wrote a small book. And thanks to DB, I have time to read it. Like its author, the book is constructive. The title is: K-Working. It describes how brain-workers might and should cooperate in a “new world”. Reading it really gives you courage and delight.

Yet it is also a book full of critical remarks, containing surprising and often very precise theses. For some persons, Bernd produces a merciless mirror to hold in front of them. And more often than not, some of the actual (bitter) situations are exactly what I, too, experienced in the past, which is why I find myself sharing the analysis in in the book.

From the outside, the book looks small and unpretentious. But somehow or other, all you need to know about brain workers and leadership can be found in it. And he says it all in a very simple and commonly comprehensible language. It is exciting and an easy read.

That is because it does not want to be a missionary advertising highly elaborated and complicated theories. Instead, it remains rational, focussing on what is really important.

Even the font is nice and large – basically, my reading is almost exclusively digitally these days and reading my old pocketbooks is often a hug effort for me. K-Working, on the other hand, can easily be read in the half-light of an early January morning and the (very much appreciated) diffuse ICE illumination.

All that is important can be found in the book. It is concise and has no endless repetitions as you often find them in US management literature. In those, you often know after the first fifty pages what will follow. And on the remaining 300 pages, you get it all again and again several times. Well, K-Working is not like that!

The book was published as a pocketbook by the epubli publishing house, the language is German. It has 140 pages and the ISBN is 9783737566599. And for 14.99 €, you can already buy the second edition (!), also at epubli.

RMD
(Translated by EG)