As a long-time managing director of a GmbH with up to 17 employees, I know how important and simultaneously difficult it is to maintain the balance between strategic tasks and operational pressure.

What have I learned during this time? As a business leader, to be honest with yourself, to recognise what is truly important for the organisation and to act accordingly with discipline. It all begins with us as leaders regularly asking ourselves challenging but critical questions about our business model.

But it cannot remain at the level of ideas and theory. In the end, it is exclusively about implementing the measures that can be derived from the answers. This requires courage, perseverance, and resilience.

1. Have we established an outstanding and stable position for our offering in relation to the current market and competitive situation?

1. If yes, how can we grow or become even more efficient?
2. If no, what can I change? Are we talking with our customers?

2. Which offerings cost us too much time and generate too little revenue?

1. If this remains the case in the long term, how can we discontinue these offerings and communicate the decision professionally?
2. If it is a temporary situation, under what conditions do we continue developing the offering?

3. Are the right people in the right roles?

1. If yes, who covers the key tasks of each employee if someone becomes unavailable?
2. If no, what are the most important changes to make?

4. Do we treat our employees with respect?

1. If yes, how can we recognize this and how do we make it visible to everyone?
2. If no, are we burning out individual employees or does this apply to the entire team?

5. Do we provide our employees with everything they need to carry out their tasks easily, safely, and effectively?

1. If yes, how can we identify this, and what is nevertheless unnecessary?
2. If no, which activities can we make less tedious or more targeted? Which potential risks exist relating to their tasks?