Courage to lead - courage to feel

Knowing yourself well as the basis for courageous action as a manager

• Reflection and self-analysis of my personality in relation to courage.  
• When am I brave and why?
• When am I not courageous and why?
• IF YOU FEEL GOOD - THAT'S YOU.

Courage for my feelings - authentic leadership in practice

• Know your own feelings, name them and show them appropriately.
• Order in emotional chaos - differentiating feelings: Anger, sadness, fear and joy.
• Use your own feelings as a motor for positive change and activity.
• Know and consciously control the effects and consequences of my feelings.

Active communication as a manager

• Courage not as proof of superiority, but as an offer of communication.
• Approach others: Courage to act - courage to react.
• The courage to lead: Embracing my role as a leader and living leadership.

Your own self-efficacy as the basis of a confident leader

• Courage means stepping out of yourself in an authentic way.
• Using fear and uncertainty to drive responsible and clear leadership.
• Using courage as a potential for creativity and authenticity.

Leadership means being in honest contact with people

• Courage and establishing contacts in organization and everyday professional life.
• Authentic networking for successful relationships.
• Close contact with my employees as the key to effectiveness.
• Show courage authentically for honest contacts.

Conflict and conflict resolution in a leadership context

• Trust and courage: courageously engaging in disputes with an uncertain outcome.
• Yes to conflict and crisis: courage as a catalyst for productive crises.
• Courage to make clear and consistent decisions - even in the face of resistance.