Managers in cultural organisations are faced with conflicting goals that they are all supposed to combine: Artistic demands and financial requirements, leadership and management with participation and diversity- and power-sensitive work, commitment, crisis management and efficiency in family-friendly, flexible forms of work. Leadership and management in this complex, fluid world means working on one's own attitude, basic principles and skills, methods and means in order to be able to elegantly, fluently and prudently reconcile and balance the diverse requirements in a continuous dialogue.
Mindset work & self-reflection
How you as a manager can increase your clarity and flexibility, how you can sensitise yourself to possible role conflicts (e.g. artistic eye level versus leadership power) and deal sensitively and transparently with your own power function and how you can create a productive, inspiring and artful environment for yourself and others through an increasingly coherent individual form of leadership.
Common understanding of leadership for the organisation, teams and ensembles
How you as managers from art, technology, trades and administration can develop a common understanding of leadership for the networked work of all areas, how you can set up structures and processes coherently throughout the organisation in order to communicate more clearly and thus cause fewer misunderstandings, how you can develop an appreciative, intelligent leadership culture and productive cooperation in your teams that appreciates the diversity of the group and promotes and activates the personal responsibility of the employees and how you can thus create healthy, creative and supportive framework conditions for yourself and all employees.
Dynamic safe spaces - giving space to emotions and needs
How you can create physically, verbally and socially safer spaces through designed meeting spaces - for example in meetings - in which you can jointly develop a mutual understanding of emotions, needs and the different lifestyles in your corporate culture and at the same time resolve conflicts and reduce frictions that are not conducive to creativity but simply disruptive.
If necessary, I work with my network of versatile colleagues with different specialisations.