Ms. Meyer, Mr. Nesemann and Mr. Werner, why do you promote positive leadership?

Elke Katharina Meyer: We are living in a time in which long-term planning is becoming increasingly difficult and company employees are facing new challenges - top-down - at ever shorter intervals. This will not change in 2026.

Right, events since the beginning of the year have already proven that?

Meyer: That is why today, more than ever, there is a need for a leadership style that carries people along, inspires them and helps them not to lose their hope and confidence. Positive leadership does just that: it

• creates the basis for mutual trust,
• maintains or increases motivation even in difficult times and
• increases the resilience of employees.

... and enables the necessary changes?

Frank Nesemann: Yes, we have been working as consultants, trainers and coaches for profit and non-profit organizations for years and have seen time and again how important a value-oriented, future-oriented management style is, especially in an environment characterized by rapid and strong change.

Trust grows from a sense of appreciation

Does this also apply to companies that are currently restructuring their organization and in some cases even cutting staff? Is positive leadership even possible under such conditions?

Thomas Achim Werner: It is not only possible, it is even essential. Especially in times of crisis or upheaval, fair, human interaction is important for the success of a company. Because only if groundbreaking decisions are made transparently, communicated openly and implemented respectfully will the trust of employees remain intact, even in the face of major, often painful cuts.

Nesemann: Smaller and medium-sized companies have an advantage here.

Remaining fair and humane even in times of crisis

Why?

Nesemann: They can act more quickly in times of crisis and, for example, end the state of limbo that often accompanies staff cuts more quickly.

A situation that will presumably be perceived as stressful by all those affected, including the remaining employees?

Meyer: Yes, that's why they also need to experience the separation process as fair. Because if they have the feeling that the separation from my colleagues is unfair, they will be left with a feeling of mistrust: "I might have a similar experience at some point." This reduces their identification with the company and their commitment.

Positive leadership seems to be particularly popular with service companies.

Nesemann: That is true. In the past, organizations where people work for people - such as schools, hospitals and social institutions - have often been at the forefront of attempts to apply the findings of positive psychology to management. But service providers such as banks and insurance companies also often rely on this management style.

What does that mean exactly?

Werner: The success of service companies usually depends directly on the quality of interpersonal relationships. This is because employees who feel valued also radiate this in their contact with customers; they are also more committed to the team.

Meyer: In addition, companies that provide services for other people often find it easier to convey to their employees the meaning behind their work - beyond just earning money. This has a positive effect on employee commitment, as does appreciation.

And what is the situation in production companies? Are these management principles also applied there?

Werner: Yes, because they have also recognized in recent years that cross-divisional cooperation based on trust and a high level of employee identification with the company's goals are crucial for success.

Meyer: Because in a world as volatile as ours, companies need employees who not only follow orders but also show initiative.

Nesemann: However, such commitment cannot be forced. It arises when employees have the feeling that "I am needed here and can develop my skills here" and feel seen and valued as a person. Companies that practice positive leadership therefore rely on trust, respect and a shared vision when managing employees, thus creating a culture of cooperation and collective learning that is successful in the long term.

Enabling sustainable transformations

Does this mean that positive leadership is more than just a fashionable trend from your perspective?

Werner: Yes, because this is a management style that relies on trust instead of control - and thus enables real transformation and ensures the company's long-term success.

And do you teach managers the ability to lead their employees accordingly in your training courses?

Nesemann: Yes, we want to inspire and empower managers to take this path, because: Positive leadership can turn companies into places where people enjoy working, develop and achieve great things together - even in difficult times; among other things, because they are filled with hope and confidence "We can do it, if ....".