Lene Gammelgaard

Change process

• How do we overcome the generational problem: e.g. young, well-trained, motivated and risk-taking employees versus long-standing, experienced, safety-conscious employees?
• Gaining information: old + new employees complement each other successfully
• Getting to know each other better in a new organization / structure
• Flexibility is the basis for willingness to change
• Bringing synergies together and making better use of them

Motivation

• Taking on (new / more) responsibility / personal responsibility
• Willingness to take risks
• Mental renewal
• Developing / strengthening self-confidence
• How do I motivate myself to break new ground (error culture)?
• How do I get new impulses / new ideas (where do they come from?)?
• How do I reflect on my leadership behavior (who do I need more: my superior boss or my employees?)?
   

Team building/development

• Only together can we master the challenges of the future
• Not: Everyone does their own thing, but: As a team, we are unbeatable
• Boldly forming new teams
• Active participation, shared experience and the development of results inspire
• Promoting a sense of unity
• Sharing experiences as a basis for mutual trust and personal appreciation
• A joint team creates identification
• Experience trust / reliability anew

Critical issues:

• Tension between egoism and altruism (selflessness)?
• How do I survive as a manager (are there any recipes, e.g. best with or without a team?)? 
• Do I need empathy in times of development (if so, when and with whom?)?
   

Avoid at all costs

• Talking about crises and how to overcome them (they don't exist!)
   

Personnel development

• Do not retreat to familiar positions, but look beyond your own network
• Professional development through work in new areas