At the Knowledge Forum in Stuttgart, Dr. med. Walter Kromm presented his new book. Speakers Excellence followed up. Many companies believe that they can make the company healthier by doing something "healthy." From fruit baskets to yoga offerings, everything is included depending on the size of the company. What do you say to these approaches? The benefits of "Corporate Health Management" can be correct and important. However, as long as the "Corporate Togetherness" does not succeed, all well-intentioned activities that could come directly from a health resort will fizzle out. Are there metrics to measure the health of employees in a company? One can fairly accurately determine the number of absentees. On average, an employee is on sick leave for about 20 days per year. However, the quality of presence often remains hidden. In my estimation, only about 20 percent of employees have a real emotional connection to their company. That's not much. So, does this mean that 80 percent of employees have little or no connection to the company? Yes, unfortunately, that is the situation in many companies. How can more employees feel connected to the company? Through good feelings! Can you please explain that in more detail? If you want to win others over, you must offer them good reasons. Positive feelings are part of a person's well-being.
- Knowing acceptance, respect, and recognition generates good feelings.
- Meeting others at eye level gives them esteem.
- When you notice them, you give them significance.
These are the good reasons people need if you want to win their commitment to a cause. What does connectedness achieve? When you feel connected to something, you want to maintain that connection! This means that people see a purpose in striving for and contributing to common goals. What is good leadership then? Everyone can do more than they think! Leadership is the art of awakening these potentials in employees. What advice do you give to companies? Success is a consequence, and work is social interaction. I suggest companies complement their "Corporate Health Management" with "Corporate Togetherness Management." What does that mean exactly? If the interaction among people doesn't work, that's a major growth barrier. But if togetherness succeeds, exchange processes are set in motion that wouldn't happen otherwise. I will show you the most important of these processes in pictures. Employees are empowered by their superiors and contribute, and vice versa. Knowledge is shared, helping to find solutions and initiate creative processes. Successful togetherness releases good feelings and makes work easier for everyone. The illustrations are from my current book "The Power of Good Feelings" (see below). You advise companies on "Corporate Togetherness Management." What does that mean? Working together successfully and staying healthy, that is the highest good - for everyone! I advise companies on how to reliably influence this valuable asset. Here lie the potentials and reserves they need. Who holds the key to a "healthy" company? The people working in a company - so, everyone! How can this be made conscious to all people in the company? It's best if you read my new book! Dr. Kromm, you conduct Practice Manager check-ups with your practice team. What do these people lack the most? Time! At the Knowledge Forum in Stuttgart, you said: An entrepreneur should also be good at refraining. What exactly do you mean by that? For many ambitious people, keeping up with the times means not having time. We should actually be "time millionaires." At least we should have more time than in the past when there were no highways, high-speed trains, emails, cell phones, and the internet. However, we are facing a paradoxical situation: Lifetime is longer, working time is shorter. We save time everywhere and have less and less time. Where does the time we save go? Most people want to save time, but actually to be able to do even more. It's not that time is scarce, but we want to accomplish too many things in it. Increasing efficiency is the top priority. Many modern high achievers are constantly out of breath. When they are not working, they consume or at least engage in sports. So, people rush feverishly:
- from the office chair to the gym
- from couples therapy to further education
- from business dinners to adventure weekends
How can the vicious cycle be broken? Through decelerating restraint! What does that mean? Why do people go to remote mountain huts or monasteries? Simply because the number of possible options to do something there is extremely reduced. However, you don't have to go to remote places for that. Occasionally doing nothing is a very sensible form of action. It used to be said, "He who rests, rusts." But we are not made of iron! Especially achievement-oriented people should not only be determined entrepreneurs but also determined refrainers. Our "operating system" needs rest, and high achievers also need a "recovery competence." Do you have an ultimate tip on how to do something healthy? Yes! Just go for a walk with someone you like when the sun is shining, and don't be afraid of missing out on anything else! There is no medicine in the world that could do more for your health. Is it easy for you to be a good refrainer yourself? No! But I am starting to learn it.
