Employees Don’t Quit Their Job; They Quit Their Boss!

My personal experience and attitude towards leadership can be summed up as follow.

Leadership is not about being in charge. Leadership is about taking care of those in your charge.

Negative experiences are necessary in our lives, because they show us the right way, we learn to make better decisions, through them we recognize what we want and what we do not. Ultimately, all experiences, especially negative experiences, help us to become better Leader.

Source: Serge Tumelero

Employees might join companies, but they leave managers. Too many managers view their position as one of entitlement rather than one of responsibility. In days past, managers would focus on developing their employees. Today they are more focused on self-promotion and securing their position. A managers‘ job is to facilitate a good working environment for his/her employees. The focus should be to help everyone around you succeed. Managers define culture, and culture under-girds the lasting health, success and sustainability of an organization.

The biggest danger of leadership: Arrogance

According to research from the University of Washington Foster School of Business, humble people are more likely to be make the most effective leaders. It turns out, humility offers a competitive advantage.

So why has arrogant or narcissistic leaders become the norm:

It has been historically perceived that humility is a sign of weakness and an antithesis to leadership. There is still an expectation that successful leaders are more arrogant than humble. Narcissism is mistaken for self-confidence and toxic leaders seem to be in control of everything. They are able to provide short-term results but the truth is they leave a trail of destruction in their path. Organizations pay heavily for such managers with low engagement, high turnover and reduced productivity. Arrogant leaders have a shelf-life within their organizations. They may “rule the day” but eventually people tire of them and their tactics, which lessens overall commitment from the team. Intimidation and threats of punishment can only work for so long.

„The x- factor of great leadership is not personality, it’s humility.“ -Jim Collins

The Power of Humility in the Workplace

Leading with humility means focusing on others and practicing servant leadership. Humble leaders:

  1. They put people first. There focus is on serving others. They do not get consumed by seeking out more power. Instead, they seek more ways to help others.
  2. They admit their mistakes. All leaders make mistakes. Humble leaders own up to them. They don’t play the blame game when things go wrong. Instead they hold themselves accountable. Vulnerability builds trust.
  3. They share information and delegate. Humble leaders are aware of their strengths and weaknesses. They realize that they cannot do everything. They delegate because the work is more important than their ego.
  4. They listen – They are approachable to employees and this allows them to create an environment of open communication and effective feedback.
  5. They do not hesitate to give credit where credit is due. They appreciate the contributions of others. They are quick to recognize and reward the efforts of team members.
  6. They are empathetic to those in their charge. They genuinely care about employees and employees can feel this sincerity. Empathy allows them to build healthy relationships and bond with team members.
  7. They are authentic. They are the same person in every situation. This makes them trustworthy. Authenticity goes hand in hand with integrity. They are individuals of integrity.

„No matter how educated, talented, rich or cool you believe you are, how you treat people tells all. Integrity is everything.“

Humility doesn’t mean that leaders can’t make tough decisions. A humble leader should not be mistaken for a weak one. It takes strength, courage, and wisdom to practice humility. I have learned that the best leaders are selfless and more concerned with the well-being of their team than with personal titles or status symbols. Easily offended managers with inflated egos don’t build strong teams. You cannot be an effective leader if you feel that you are better than your subordinates. No one likes dealing with egomaniacs. Arrogance is a deterrent, it destroys relationships and lowers employee morale whereas genuine humility has a way of winning others over.

Good leaders empower. Bad ones micromanage.

It is dreadful to work under a manager who is more worried about pushing their weight around than building relationships. The role of any leader within a corporate framework is to build up the team and to encourage growth. If we want employees to feel commitment to the organization; we need to show we respect and value them. This takes humility. For loyalty, there has to be a relationship that develops between employee and employer and this develops over time through trust that gets built and sustained. Once people trust you, they will follow your lead. You won’t need to flaunt your title to get them to do the best possible job.

People might tolerate a boring job or long commute, but they are more prone to leave if their boss treats them poorly. Humble leaders get the best from people. They have more influence, they retain top talent, and they earn more respect and loyalty than those who rely upon ego and power. Want to be a good boss? Start by taking a slice or two of humble pie!

Source: Brigette Hyacinth

Haben Sie das Zeug zum Chef? Manager und Führungskräfte im Vergleich.

Ich werde oft danach gefragt was es heisst, das Zeug zum Boss zu haben. Diese Frage lässt sich nicht leicht beantworten, da es meiner Meinung nach zwei verschiedene Cheftypen gibt: Manager und Führungskräfte.

Ich wurde Unternehmer, um einen positiven Beitrag zu leisten. Es ging mir nicht darum, Leute zu verwalten oder anzuweisen, sondern mit ihnen zusammenzuarbeiten, um das Leben anderer zu verbessern. So verstehe ich die Aufgabe einer Führungspersönlichkeit.

Im Management geht es darum, Abläufe, Bereiche und Systeme zu verwalten – etwas, das ich nicht unbedingt zu meinen Talenten zähle. Wo Manager sich an die Regeln halten, müssen Führungskräfte bereit sein sie zu brechen oder zumindest kreative Wege finden, um sie zu umgehen. So wie ich es in meinem Buch „The Virgin Way“ schreibe: Führungskräfte müssen Visionen, Kreativität und die Fähigkeit haben, andere so zu beeinflussen, dass sie ihnen mit vollem Einsatz in oft riskantes Neuland folgen.

Gute Manager- als auch Führungsfähigkeiten sind im Geschäftsleben wichtig. Aber wenn Sie Ihr eigenes Unternehmen gründen möchten, sind hervorragende Führungsqualitäten ausschlaggebend.

Unternehmertum bedeutet, dass ein Chef eine überzeugende Führungskraft sein muss.

Leidenschaft zählt zu den Eigenschaften, die aus einem Unternehmer eine überzeugende Führungspersönlichkeit macht. Wenn Sie an etwas glauben, entfachen Sie durch Ihre Überzeugungskraft das Interesse anderer – und finden so die Personen, die Ihre Vorstellungen teilen und motiviert zum Erfolg beitragen. Leidenschaft ist nicht nur für die Personalgewinnung brauchbar. Sie wird Ihnen auch dabei helfen, bedeutungsvolle Beziehungen und Partnerschaften mit anderen Unternehmern und Geschäftsleuten aufzubauen. Unter diesen werden wahrscheinlich wiederum viele dabei sein, die grossartige Manager sind und somit zum Wachstum Ihres Unternehmens beitragen können.

Eine weitere wichtige Fähigkeit, durch die aus Unternehmern Führungskräfte werden, ist Zusammenarbeit. In „The Virgin Way“ weise ich darauf hin, dass zu viele Leute glauben, ein Unternehmer arbeite allein – wie ein Künstler, – meistere Herausforderungen und brächte Ideen auf den Markt einzig und allein durch die Kraft seiner Persönlichkeit. Sowas gibt’s nur im Film. Die Vorstellung, alles allein zu schaffen, hat etwas Romantisches. In Wirklichkeit jedoch schafft es kaum ein Unternehmer ohne tatkräftige Unterstützung von anderen. Man hat nichts davon alles im Alleingang zu erledigen. Unternehmer müssen erkennen, was ihnen liegt und lernen, an gute Manager die Aufgaben zu übertragen, die nicht ihre Stärke sind. Eigentlich sollten alle Führungskräfte die Leute in ihrem Umfeld dazu anspornen, sich der Herausforderung zu stellen und ebenfalls Führungspositionen zu übernehmen. So halten wir es bei Virgin.

Die Geschäftswelt braucht sowohl Manager als auch Führungskräfte, die die Rolle des „Bosses“ besetzen können. Obwohl ich es selber nie angestrebt habe Manager zu sein, möchte ich meine Dankbarkeit und Hochachtung gegenüber unseren Managern und der wunderbaren Arbeit, die Sie bei Virgin leisten, ausdrücken. Wenn es sie nicht gäbe, die unsere Flugzeuge in den Lüften halten, unsere Call-Center leiten, unsere Büros organisieren und unsere Abläufe dirigieren, könnte unsere Marke nicht erfolgreich sein.

Source: Richard Branson

Microlearning is an emergent learning strategy known for quickly closing skill and knowledge gaps

Microlearning (a.k.a. micro learning or micro-learning) is an emergent learning strategy known for quickly closing skill and knowledge gaps. It seems to be an ideal instructional approach for many situations because:

  • Information changes quickly
  • People find it difficult to keep up with things
  • Resources are freely available online
  • Newer technologies support it

What is Microlearning?

Some in the industry conceptualize microlearning as a small and informal self-directed learning experience arising from one’s personal learning environment, such as watching a Ted Talk or taking a lesson from Khan Academy.

Others think of microlearning as the planned organization of brief learning experiences designed to meet an extended learning goal. Still others think that microlearning is synonymous with performance support or mobile learning.

Characteristics of Microlearning

Regardless of whether it is used informally or as part of a structured learning experience, microlearning has a few consistent features.

  • Brevity: Microlearning events are short, though there is no defined duration.
  • Granularity: Due to their brevity and purpose, microlearning focuses on a narrow topic, concept or idea.
  • Variety: Microlearning content can be in the form of a presentation, activity, game, discussion, video, quiz, book chapter, or any other format from which someone learns.


Like any type of learning intervention, microlearning has strengths and weaknesses. Here are a few of its benefits.

Immediate Results. One benefit of effective microlearning is that it enables a person to quickly close a small knowledge or skill gap. For example, some universities are using a microlearning strategy to help students learn about collaborative and social technologies, such as how to set up a Google+ account.

Diverse formats. For both unstructured and structured learning, microlearning has the potential for using a very blended approach to instruction.

Budget friendly. Production costs for microlearning should be much lower than the costs for a major course production. The vision of microlearning is smaller and laser focused.

Quick achievements. Because people can typically process around four bits of information at a time, it’s easier for a learner to achieve success from a short learning intervention. I’ve found this myself when studying a foreign language.

Ideal for tagging. Small chunks of instructional content can be tagged for easy search, access and reuse.

Fast-paced culture. Microlearning is a solution that busy workers will appreciate because it is not as disruptive as a day of training or even an hour or two of eLearning.


There are some disadvantages to using a microlearning strategy. Here are some to consider:

Lack of research. There is insufficient research to know whether microlearning is an effective strategy for reaching long-term learning goals.

Learning fragments. For long-term learning goals, microlearning interventions could end up as content fragments that are not tied together.

Lack of cognitive synthesis. We can’t be certain that learners will synthesize content from microlearning well enough to construct appropriate mental models.

Potential for confusion. If a microlearning solution includes a wide variety of formats, some learners could have problems switching between them.

Most likely, many weaknesses in the approach can be fixed by sound instructional design practices, such as providing overviews, recursive content and ensuring there is sufficient content integration.

Some Ways to Use Microlearning

Very brief lessons and learning activities are becoming more common. When the audience and content can benefit from extreme chunking, well-designed microlearning seems to be a good strategy. Some example uses:

  • Learning languages or topics that require repetition
  • Learning a software application
  • Business processes and procedures
  • Interacting with case studies
  • Practicing micro skills that build into larger skills
  • Applying best practices


A new Co-Leadership model at SAP

Search for Co-Leaders: Stars that do not Try to Outshine Each Other but Work Together like the Gemini

At SAP, we believe in teams, in colleagues complimenting each other, in family and work balance and in taking things to the next level.

As of 2018, we have therefore decided to post in Germany essentially all management positions as “Co-Leadership”. This means that we encourage internal applications in part-time and by candidates that are willing to share the responsibility via our co-leadership program.

We believe that this new program designed to improve job experiences further builds on employer attractiveness which for SAP is already industry-leading in Germany when you look at our independent Glassdoor rating.

SAP is pioneering this concept in Germany because the feedback we receive from our employees greatly matters to us. They have been very clear on this topic. Alternative work time models are becoming ever more popular, and we take pride in making working hours more flexible for our colleagues.

But how do we make it work, how do we match prospective “twins”? In today’s world, there is an app for everything. Over the course of the year, we are planning to introduce a tool to connect colleagues interested in Co-Leadership, and to find colleagues to share a potential new job with.

We expect the program also be particularly attractive for colleagues that are parents, who wish to work part-time and remain or become a manager. Our objective is to allow all managers to continue in their role when personal circumstances change. And to give the development opportunity to become a manager despite working part-time.

Career development is possible, regardless of part-time or full-time.

It is the newest measure in a long line of initiatives we have spear-headed to make modern working lives easier and to give back to our colleagues that give so much dedication and hard work to our company.

We envision that our co-leadership program will put us in a position to help our colleagues in an area where they have appreciated SAP’s leadership in the past. But it is also going to be helpful to tap into the potential of those highly-qualified individuals who can lead together as a team in the true spirit of a gemini partnership.

Gemini, shine!

Source: SAP, Cawa Head of Diversity & Inclusion Germany