An effective team is more than the sum of the experience of its members. A dysfunctional team can be so much less and conversely a high performing team has found a way to multiply its member’s abilities.

Are simply not enough capable women, who want the responsibility of leadership? Of course I disagree. While there are women, who chose not to and with very valid reasons, there are enough capable and ambitious women, who want the C-Suite or the position on the board.

For true diversity and inclusion, it is not skills alone, that support your journey: The best, albeit at times seemingly slow and cumbersome, way to create inclusion, to stop conflict, to create collaboration and to foster appreciation is through building true understanding with personal experience and exchange among people and groups.

It is hard to start the personal journey towards more openness, curiosity and appreciation, let alone an organisational one.

Diversity exists in as many shapes and forms as its definition suggests. For organisations, the most important forms of diversity are generation, race, culture, gender, identity – and all of those deeply influence the way we think, feel and act.

Your organisation already has a culture and you can influence it!

Creating the social norms to build the culture you want.

Many boards completely overlook the “soft” aspects in teambuilding and decision making.

Effective supervisory boards do not only rely on technical competence.

Increase the awareness of cognitive bias in decision making and build an aligned team

Having a strong risk culture does not mean taking less risks.

How to create a culture, that helps you take the risks you want - transparently and intentionally.

At the core of a strong risk& compliance culture, you need transparency!

Transparency creates the environment, that puts a spot light on anything, which is unclear, ambiguous or in a grey zone.

Today’s world creates a transparency, that demands much more authenticity and consistency from leaders, than ever before.

Leaders need to become credible role models

The rules say, don’t take this risk, but your bonus depends on it.

Create clarity & understanding for decision taking and align the rewards carefully

To complement the communication and the role modelling, the systems & structures of the organisation must be coherent.