Automation and artificial intelligence are changing the world of work. Companies are driving digital transformation, optimizing processes through algorithms, and using artificial intelligence for data analysis. The focus is on efficiency gains. At the same time, these technologies are also changing leadership and collaboration. However, they cannot replace human connection, but only have a lasting effect when used in combination. That is why a new focus is needed: more humanity. Only in this way can employees remain healthy, productive, and successful in the long term.

Your pace is incredibly fast. At the salon, one appointment follows another, as there is no time between orders and billing. Customers often feel the same way, and they arrive stressed and rushed for their beauty treatments. Do you also wonder how you can achieve a good work-life balance? After all, in your private life, your pace is just as high. Relaxing, switching off and recharging your batteries is difficult.

Sales strength is not only reflected in figures

The term ‘feedback’ describes a mechanism in which the result of a process is fed back into the process itself in order to influence its future behaviour. These concepts were developed particularly in the 19th and 20th centuries when engineers and scientists were looking for ways to control systems such as machines or electrical circuits. This cybernetic feedback model was applied as a metaphor to human systems and has influenced thinking about performance improvement ever since. Today, feedback is used as a tool for coaching, continuous improvement and leadership development. This model sets clear, measurable goals, defines corrective actions and enables iterative improvement. It is based on a view that strongly resonates with the way we understand the human world - perhaps mirroring the logical, iterative processes we use in software development and systems management. While a feedback model based on cybernetics assumes a stable environment in which cause-and-effect chains are predictable and treats human development as just another system to be optimised, complex human interactions require a different approach. When dealing with intrinsic human qualities, emer
gent properties of non-linear processes and relationship dynamics, the model falls short.

Mastering challenges and working successfully: constant stress, demanding customers and constant change - all of this can quickly become overwhelming. Resilience and self-management are therefore essential skills for facing the daily challenges in the cosmetics industry with confidence.

Key players in the professional services industry work under constant deadline pressure and expect the highest quality, 
adherence to deadlines and precision from themselves at all times - for the benefit of their customers. The rapidly changing framework conditions and an ever-increasing flood of information add to the pressure. Under constant pressure, it becomes apparent that some professionals cope better than others with this high workload. But why is that? One key lies in mental and emotional strength and the ability to recover quickly from stress and setbacks. This skill is also known as resilience. For auditors, resilience is far more than a buzzword - it is an essential ability to cope with the increasing demands while remaining healthy and confident.

Mrs F., head of department in an IT company, presents her plan for a strategic approach to a difficult negotiation, but colleague X brushes off her proposal in a harsh tone. Mrs F then flies off the handle and tells him off in front of the whole team. This is not the first time this has happened to her; she is considered unpredictable. As a result, hardly anyone dares to express their own opinion. This weakens the overall team performance. A fatal situation for Mrs F. in her role as a manager.

E-mails, digital meetings, LinkedIn messages - in today's working world, it is difficult or even impossible to escape the constant digital barrage. This is particularly true for managers, as they are subject to different requirements than employees. Being available until late in the evening or even at weekends is not uncommon, and the boundary between work and private life is often permeable. In addition, there is also a certain tendency towards self-exploitation: the great will to shape things in an often highly political environment, the enjoyment of power and responsibility and the pronounced work ethic, even to the point of self-endangerment, are just a few examples of this. For these reasons, resilience - and currently digital resilience in particular - is a critical aspect of leadership. This makes it all the more important that managers also pay attention to their own leadership, namely that of their own mental and emotional inner world. This is the key to being able to act with lasting resilience in the digital world of work.

In 2013 during the press conference to announce the mobile phone branch of NOKIA to be sold to Microsoft, Nokia CEO Stephen Elop ended his speech saying “We didn’t do anything wrong, but somehow, we lost”. When he said that some claim to have seen tears in his eyes. I personally doubt that since he was also pretty relaxed about laying of half the employees of Nokia during this transaction. Maybe his package of 19M€ has helped him to overcome his pain. Anyway, one year later also he was fired from Microsoft.

Did you know that by far the largest program to enhance resilience has been launched by the US Army in 2009? With a budget of 140 million US dollars the initiative “Comprehensive Soldier and Family Fitness” aims to increase the mental and emotional strength of soldiers being deployed in war zones.