Archives: Episodes

Five challenges of modern leadership—and what to do this week, drawn from my new eBook Lead Yourself in a Crazy World

How protected is your attention—really—against information overload, misinformation, and the next deepfake headline?
Are you partnering with AI consciously—or are you swinging between hype and avoidance?
And when uncertainty, polarization, and pressure rise, do you have routines that keep you grounded and capable of action?

Welcome

Welcome to a new episode of Self-Leadership with Dr. Bensmann—where we explore how mastering self-leadership helps you thrive in all areas of life, especially when the world feels noisy and unstable.
I’m Burkhard Bensmann—consultant, executive coach, and professor. I work with CEOs, entrepreneurs, and public leaders, often in demanding transition situations.
Today’s episode is based on my ebook Lead Yourself in a Crazy World: Practical Self-Leadership for CEOs, Entrepreneurs, and Public Leaders.
The core message of Lead Yourself in a Crazy World is: you can’t control the outer storm—but but you can learn to sail in it.
It’s written for the reality many leaders face right now: acceleration, fragmentation, and unpredictability—and the pressure of being expected to deliver results, stay calm, and still look optimistic while the ground keeps shifting.
In this episode, we’ll move through the book’s core structure: five concrete leadership challenges of our time—plus a compact toolbox and a simple framework: the Seven Fields of Self-Leadership.
As always, this is not theory for theory’s sake—each segment ends with small, practical moves you can test immediately.

Why this book, why now
Many leaders tell me things like: “I go through 200 emails and still feel behind,” or: “Everyone expects me to have an AI strategy, but I barely have time to think.” This world creates a risk that’s subtle: you still function, but you slowly shift from leading to reacting—until you notice you’ve lost your inner direction.
So the premise of this book—and this episode—is simple: self-leadership is no longer a private nice-to-have. It’s a board-level capability for sustainable performance.
And in my work, self-leadership means: attitudes and methods for goal-oriented leadership of oneself—based on self-awareness, self-responsibility, and self-direction.
Let’s walk through the five challenge areas.

1) Protect your mind

The first challenge is information chaos—too much input, too many channels, and a rising uncertainty about what’s real.
The book points out that AI-generated text, images, audio, and video raise the stakes: deepfakes and disinformation campaigns can directly attack trust and decision quality.
The self-leadership move here is to treat attention as a scarce strategic resource—something you actively govern, not something you surrender to your inbox and the news cycle.
The book offers three practical elements: a personal attention framework, a simple trust filter, and short clarity rituals.
Small moves for this week (one-week experiment):

• Fix two email windows per day instead of continuous checking.
• Schedule one 60-minute deep work block per day with notifications off.
• Each evening, write three lines: “What really mattered today?”

Reflection question:
Where is attention leaking most in your day—and what rule would protect it without needing willpower?

2) Partner with the machines

The second challenge: AI is already in everyday work, often before leaders have had time to form a real stance—and at the same time cyber risks evolve quickly.
In the book, this shows up as a common inner triangle: curiosity, anxiety, and overload—often leading either to tech hype or tech denial.
The goal is not to become an AI engineer. The goal is to relate to AI as a leader—consciously.
Three moves are central: clarify your personal AI stance, build a minimal tech cockpit, and treat cyber risk as part of self-leadership hygiene.

Small moves for this week:

• Write a half-page “AI stance” (or personal AI manifest) with three zones: green (active use), yellow (careful experiments), red (no use).
• Define your 3–5 core tools—few tools, used deeply and consistently.
• Agree on a simple verification rule for critical requests (especially unusual urgency or financial instructions).

Reflection question:
Where would a clearer AI boundary reduce stress immediately—without reducing performance?

3) Steady in the storm

Challenge three is the polycrisis: overlapping disruptions—geopolitics, regulation, climate risks, tech shocks—creating permanent instability.
In that environment, many leaders shrink their time horizon and respond with more control, more reporting, more firefighting—while fatigue rises.
The self-leadership focus is keeping an inner compass in unstable conditions.
The book highlights three practices: distinguish concern from influence, use mission/vision/values as living tools, and establish decision routines under uncertainty.

Small moves for this week:

• Map your worries into three columns: concern, direct influence, indirect influence—and review weekly where your time went.
• Write half a page on mission and half a page on a 5–7 year vision; mark what is non-negotiable vs. adaptable.
• Use a one-page decision log: decide, document reasoning, set a review date.

Reflection question:
Which decision are you delaying because you want certainty—when you actually need a routine for “good enough”?

4) Stay grounded in a polarized world

Challenge four: polarization, outrage dynamics, and fragile trust. Leaders can feel that one misstep becomes a public storm, which tempts them into vagueness—or into defensive communication that disconnects them from their own values. The book frames the antidote as inner stability and clarity of stance.
Three supports: define your personal police line (or non-negotiables), train inner distance to outrage dynamics, and practice respectful, clear communication under pressure.

Small moves for this week:

• Pick one issue that deeply matters to you and write 2–3 simple sentences as your stance—internal clarity first, PR later.
• Choose one platform or source you stop checking daily to reduce outrage exposure.
• After tense interactions, review: “Did I stay aligned with my values—what would I adjust next time?”

Reflection question:
Where are you currently “performing leadership” instead of speaking and acting from a clear inner line?

5) Take care of the instrument – yourself

Challenge five is exhaustion and alienation—leaders functioning while slowly losing themselves. The book describes typical drivers: always-on culture, blurred boundaries, continuous crisis mode, permanent evaluation—and rising burnout symptoms.
Here, self-leadership becomes very concrete: treat body, soul, and mind as your core instrument.
The book emphasizes body rhythms, inner narratives and self-efficacy, meaning as “flow between life areas,” and the courage to rest and say no.

Small moves (a four-week rhythm):

• Week 1: Stabilize one body routine (e.g., daily 20-minute walk or fixed weekday bedtime).
• Week 2: Reframe one limiting inner sentence per day into a realistic, learnable version.
• Week 3: Weekly check: which life area is undernourished—and one small action to feed it.
• Week 4: Protect one device-free hour in a quiet place—rest as a precondition, not a reward.

Reflection question:
What would change if rest was treated like strategy—scheduled, protected, and non-negotiable?

Toolbox + the Seven Fields framework

After the five challenges, the book provides a short toolbox—practical tools like drafting your mission, creating a personal vision, a relevance check, a media diet, an “AI radar,” a personal planning day, and a “mental immune system” with micro-practices.
To integrate everything, it introduces the Seven Fields of Self-Leadership: Vision/Mission, Body/Soul/Mind, Competencies/Self-Development, Co-workers/Partners/Networks, Processes/Structures, Projects/Products, and Added Value.
A simple self-check is suggested: once or twice per year, rate each field from 1 to 10, pick two priority areas, and define small concrete actions—then repeat to observe patterns over time.
This turns self-leadership into a renewable practice – a system you revisit and refine.
Hint: You can use the episode SL002 “Control Yourself with the Seven Fields of Self-Leadership” (https://bensmann-consulting.com/sl002-the-seven-fields-of-self-leadership/) as well.

Small move for tomorrow:

• Rate the seven fields quickly (gut feeling is enough), then choose one “smallest next step” for your lowest field.

Closing

You cannot slow down the pace of global change, and you cannot fix deepfakes, geopolitics, or polarization on your own. So take one sober step: analyze what you can change—and what you cannot—and then focus your energy on the few things that are truly within your power. You can protect your attention, clarify your mission and stance, partner with technology consciously, care for your instrument, and build structures that support what matters—this is self-leadership in a crazy world.
If you want to dig deeper, use the book Lead Yourself in a Crazy World as a practical guide—and pick the chapter that matches your current pressure point.
This was today’s episode of Self-Leadership with Dr. Bensmann.
Before you move on, write down one small step you will actually take this week—just one—and schedule it.

The New Compact Book

Purchase 
as ebook 
or print version here.

Music Intro & Outro by Joakim Karud http://soundcloud.com/joakimkarud

Self-Leadership in the Age of AI: How Top Executives Can Protect Their Attention

How often do you start your day already in reaction mode—before you’ve even worked on your most important topics?
Which information around you is truly reliable—and what is simply loud, emotional, or manipulative?
And: Are you already using AI as a productive partner—or is it mainly creating additional pressure because everyone expects you to have “a clear AI strategy”?

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive in all areas of our life.
I’m Burkhard Bensmann—a consultant, executive coach, and professor. I work with entrepreneurial people in Germany and abroad, mostly in demanding transition situations.
As an executive coach and consultant, I’ve been working very intensively on the topic of AI for the past two years. One element of my coaching system is: AI impulses for CEOs, owners, and managing directors. AI is both a blessing and a curse—and we have to learn how to make it work for us. AI should help us focus and keep the essential things in view.
That’s why today’s episode is about a core question of effective leadership: How do you lead yourself when the information stream never ends, when AI increases the speed—and at the same time the risks of disinformation and deepfakes grow?
In this episode, I’ll take you on a practical walk-through of three building blocks—with reflection questions.
By the way: Because of this topic, I wrote a new, very compact book in English around the turn of the year.
Title: Lead Yourself in a Crazy World. The suggestions here refer to the content of the book—where I add to them and go deeper. At the end of the podcast, I’ll share a brief note about it.

So—let’s get to the topic of this episode: Focus instead of constant stress.

Why this matters right now

Many leaders experience this already before 9 a.m.: emails, chats, groups, news, internal issues—and before the “real work” even begins, the mind is already full.
On top of that: content has not only become more complex—it has become harder to assess, because AI can generate text, images, audio, and video that look authentic. From my perspective, 2026 will be the year when deepfakes become a central problem.

So the first building block I want to talk about is: Protect your mind—because attention is a strategic resource.
The second: Create a simple trust filter that keeps you capable of acting.
And the third: Become a conscious user of AI—with smart use and necessary boundaries.

Let’s start with the first one.

1) Protecting attention: Your focus rules

What it is

“Focus rules” are your personal, deliberate set of rules for when information is allowed into your awareness—and when it isn’t. They define how you deal with emails, chats, news, and meetings so you can reliably regain thinking time for what matters.
The point is not to get less input, but to regain control over timing and channels.

Why it matters

If your day consists of dozens of interruptions, you don’t just lose time—you lose mental space for strategic decisions.
And that’s exactly what leaders are paid for: setting priorities, giving orientation, making decisions that hold up.

Reflection question

When during the day is the mental noise strongest for you—morning, afternoon, evening? And what creates it: meetings, email, messenger, news, social media?

Practical impulse: Three rules that work immediately

1. Two to three fixed email windows per day instead of constant reacting.
2. One 60–90 minute focus block every day—notifications off, no parallel channels.
3. Meeting discipline: no phones on the table when strategic decisions are being discussed.

And if you want to test this: not as a new big project—but as an experiment.

Now let’s move to the second building block.

2) Trust filter: Decide what you believe—before you act

What it is

You don’t need perfect certainty. You mainly need a practical filter that answers the question:
“Does this information deserve my attention—and possibly an action?”

Why it matters

Deepfakes and coordinated disinformation attack trust—in people, institutions, markets. (Or they build on distrust.)
And in day-to-day leadership, one false trigger is enough to set off unnecessary escalations—internally or externally.

The 3-question filter (short, but effective)

Before you forward or react to critical information:

• Who benefits if this is believed?
• Can I verify it—at least via one independent source?
• What would be the consequence if it’s wrong?

Reflection questions

Think of three “critical pieces of information” (articles, claims, social media posts) from the last six months that influenced you.
Could you verify them independently—or did you rely on gut feeling?
Were you drawn more to negative news?
What feelings did these pieces of information trigger in you?
(Media diet!)

Key line: Don’t believe everything you think! (Source unknown…)

Practical impulse: Source minimalism

For global topics and your industry, choose three to five high-quality sources—and decide deliberately which “rumor channels” you consistently ignore. (That came up recently in a conversation with an acquaintance.)
It sounds simple—but it reduces complexity.

3) Partnering with AI: Reflective instead of reactive

What it is

AI is not only a technology topic. It changes trust, decision quality, and the personal risk profile of leaders.
Many experience curiosity and overwhelm at the same time—and then slip into two extremes: tech hype or tech avoidance.
As I mentioned earlier: part of my coaching system for top leaders are my AI impulses—tailored by me to the needs of my clients.

Why it matters

You don’t need to become an AI engineer. But you do need a clear, reflective relationship with AI in your role.
Otherwise, tools and expectations will push you around—and that’s again reaction mode.

Three concrete approaches

1. Clarify your AI stance (green / yellow / red).
   • Green: Where does AI support your thinking—concepts, research, learning, planning?
   • Yellow: Where do you test carefully?
   • Red: Where does it remain deliberately human-only (e.g., sensitive feedback, political judgments, values-based decisions)?
2. Minimal cockpit instead of a tool circus.
   Choose a small set of tools you truly understand and use consistently—instead of constant switching.
3. Cyber hygiene as self-leadership.
   Leaders are attractive targets. Treat voice and image as assets that can be misused—and define rules for critical instructions.
   One immediately actionable example: for unusual financial or strategic requests, require verification via a second channel (phone / in person / independent channel).

Reflection question

Which task in your daily work would you most like to support with AI—and which would you never hand over because it is too sensitive?

Micro-rituals: Clarity in the noise of the day

Many underestimate the impact of small routines that bring your inner control center back online.

Three examples that have proven effective in practice:

• 5-minute evening journal: “What was truly important today—and what was just noise?”
• Decision logbook with questions like: What do I know, what am I assuming, what are my criteria?
• 5-second pause in an important conversation before you respond: breathe briefly, then clarify: “What outcome do I want with my answer?”

Call to action

And yes—I want to come back to my new compact English book Lead Yourself in a Crazy World.
Because developments—especially in the AI context—are currently moving so fast, I published the book quickly. It’s still “warm.” You can find it on Amazon as an ebook and in print. I’ll put the link in the show notes. The book includes:

• Five focused chapters on the central challenges leaders face today.
• A practical self-leadership toolbox (Mission, Vision, AI radar, media diet, planning days, mental immune system).
• A compact overview of the Seven Fields of Self-Leadership—as a framework for regular self-checks and continuous development.

Closing

Self-leadership in the age of AI does not mean exposing yourself to every influence uncritically. It means protecting your attention, filtering information better, and using AI consciously as a tool.

Thank you for tuning in to *Self-Leadership with Dr. Bensmann*. My mission is to empower leaders like you to not just survive, but thrive. 

 If this episode was helpful, feel free to share it with someone who also wants “focus instead of constant stress.”
And before you move on: write down one small step you will truly implement this week—so insight turns into practice. Until next time, stay strong and lead yourself well!

Yours, Burkhard Bensmann.

The New Compact Book

Purchase
as ebook
or print version here.

Music Intro & Outro by Joakim Karud http://soundcloud.com/joakimkarud

The Fourth of the Seven Fields of Self-Leadership

Who are the people you can really count on?
Which relationships give you energy—and which quietly drain it?
Do you deliberately invest in your network, or do you just let it “happen”?

In this episode, we dive into the fourth field of my Seven Fields of Self-Leadership model: Coworkers, Partners, and Networks.

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive across all areas of your life. My name is Burkhard Bensmann. As a consultant, executive coach, and professor, I focus on helping individuals navigate the complexities of leadership and personal growth.

Self-leadership is not isolation. It is about building meaningful, reliable, and energizing connections—while also learning to prune relationships that no longer serve your mission. We’ll explore three perspectives: coworkers, partners, and networks. Then I’ll share a set of practical mini-tools and reflections that you can try this week.

Part 1 – Coworkers: Respect, Roles, and Resilience

Let’s begin with coworkers—the people you spend hours, days, often years with.

The historian Yuval Noah Harari, in Homo Deus, argues that Homo sapiens conquered the world not because of superior intelligence or better tools, but because of our unique ability to cooperate flexibly in large groups. That skill is as relevant in your daily work life as it was for our species’ survival.

But effective collaboration doesn’t just “happen.” It requires:

• Mutual respect – seeing coworkers as partners, not just functions.
• Clarity of roles – avoiding the gray zones where friction builds up.
• Psychological safety – the freedom to voice ideas, challenge assumptions, and admit mistakes without fear.

Ask yourself:

• Do your coworkers feel they can speak openly with you?
• Do you yourself experience safety in your daily collaborations?
• Where are roles and expectations unclear—and what is the cost of that?

Peter Senge, who introduced the concept of the “learning organization,” emphasizes that sustainable organizations are built on open communication, shared visions, and collective learning. In that sense, a team is not a hierarchy of command and control—it is an ensemble, like a jazz band, where each player brings their own strengths while listening carefully to the others.
A well-led coworker relationship creates energy and resilience. It turns the daily grind into a space of shared learning. But if mutual respect and safety are missing, collaboration quickly becomes a drain on motivation. So here is the key message:
Your effectiveness as a leader is always linked to the effectiveness of your coworkers. Invest in those relationships deliberately, not just functionally.

Part 2 – Partners: Complementary Strengths and Trust

Now, let’s move to partners—whether business partners, project collaborators, or your closest personal relationships. No one creates lasting impact alone. Successful leaders know their own strengths, and—just as important—they know their blind spots. The most effective partnerships are those where complementary skills and qualities come together.

Think about it:

• Where are you strong, and where are you weak?
• Which of your current partners balance those weaknesses?
• And where do you still try to “do it all” yourself, even though someone else could do it better—or with more joy?

Partnerships, however, don’t run on autopilot. They require trust, reciprocity, and clarity.
Trust is built through reliability—doing what you say you will do.
Reciprocity means not keeping score, but ensuring that the flow of support goes both ways.
And clarity means being honest about roles, boundaries, and expectations.
From my interviews with leaders, I’ve heard a recurring regret: not clarifying expectations with their closest partners early enough—especially with co-founders or even life partners. Ambiguity creates frustration. Clarity creates freedom.

So, ask yourself:
Have you had the conversations that matter most?
Are the rules of engagement with your partners explicit—or just assumed?

Strong partnerships are not about dependency. They are about synergy. When complementary strengths come together with clarity and trust, the result is resilience—and often, surprising creativity.

Part 3 – Networks: Quality Over Quantity

Finally, let’s turn to networks. We live in a world that celebrates being connected everywhere, all the time. But more is not always better. In fact, in the digital age, the challenge is not access—it’s filtering. Effective networks are not built by collecting contacts like trophies. They are built by choosing relevance, by investing in depth over breadth.

Ask yourself:

• Which connections truly advance your mission?
• Which groups or platforms drain your attention without delivering value?

The author Cal Newport warns us about the “insidious” design of social media platforms. They are engineered to keep us hooked, convincing us that if we’re not constantly present, we’ll miss out. That’s why leaders must evaluate digital networking with a strict cost-benefit lens:
Does this platform, or this connection, actually help me succeed and flourish?
If not, it may be time to step back.

One executive I worked with found relief simply by setting time boundaries: he checks LinkedIn only once a day, at lunchtime. That simple limit preserved focus while still keeping him connected. But remember: networking is not just about what you take—it’s about what you give. True leaders share what they’ve learned, mentor others, and become reliable nodes in their networks. This is what creates long-term trust and reputation.

So ask yourself:
In your networks, are you mainly a consumer—or also a contributor?

Practical Mini-Tools

Here are three practices you can experiment with this week. Try them, and see what changes:

1. Energy Balance Check
   Write down five people who consistently energize you, and five who drain you.
   Look for patterns. Are you spending too much time with the latter? Can you shift your attention toward those who lift you up? This is not about being selfish—it’s about managing your energy strategically.
2. Networking Diet
   Just as you would with food, define healthy boundaries for networking.
   Set fixed time slots for checking digital platforms. Replace endless scrolling with intentional connection. Think of it as moving from empty calories to nutritious meals.
3. Trust Signals
   Reflect on whether you are sending the right signals to others.
   Do you consistently demonstrate reliability?
   Do you practice reciprocity—giving as well as taking?
   Do you communicate respect, even in small interactions?
   These micro-signals add up. They shape whether people see you as a trustworthy partner—or as someone to be avoided.
   

Final Reflections and Action

Let’s bring it together. Self-leadership is not self-optimization in isolation. It is about weaving yourself into a fabric of meaningful relationships—coworkers, partners, and networks—that amplify your strengths, challenge your assumptions, and safeguard your resilience. So, this week, I invite you to reflect on three questions:

1. Which coworker relationship could benefit from more clarity or respect?
2. Which partnership needs an honest conversation about roles and expectations?
3. Which part of your network is worth pruning—so that space opens for relationships that truly matter?

Remember: networks don’t just expand your reach. They help you stay grounded, supported, and resilient in the long run.

And here’s the closing challenge:
What one relationship deserves your deliberate investment this week?
Strong connections are not built overnight. They are built through daily choices—through the way you show up, the clarity you create, and the respect you demonstrate.

That’s the essence of the fourth field of self-leadership: Coworkers, Partners, and Networks. If you found today’s episode valuable, share it with someone who should think about their Coworkers, Partners or Networks.

And if you are looking for active support, contact me through my website or by email to bb@bensmann-consulting.com and inquire about a Deep Dive Session.

Music Into & Outro by Joakim Karud http://soundcloud.com/joakimkarud

How to actively cultivate transformation openness in times of complexity and disruption

When was the last time you truly embraced change – without resisting, doubting, or delaying?
Have you ever found yourself clinging to routines, even when they no longer serve you?
And what would it mean if transformation wasn’t something done to you – but something you actively choose? This episode is about a critical leadership capacity: transformation openness. Not blind flexibility, not chaos, but a grounded, intelligent openness to change that starts with self-leadership.

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive across all areas of your life.

My name is Burkhard Bensmann. As an acknowledged expert for Self-Leadership my clients are decision-makers, leaders, and CEOs. With tailor-made interventions I am helping them navigate the complexities of leadership and unlock their personal growth potential.

Overview – What This Episode Covers

In today’s episode, we’ll look at a powerful yet often misunderstood quality for which I have coined the term transformation openness.

We’ll explore:

• Why this openness matters more than ever—especially in times of complexity and disruption,

• What current psychological theories teach us about the stages of inner change,

• How resistance and fear are normal parts of any growth process, and

• I explain my five-phase model I suggest to help you understand and actively cultivate transformation openness.

We’ll also address a word of caution—because even transformation can be overdone.

Part 1 – Why Transformation Openness Matters

Let’s start with the “why.” The world is not just changing – it’s transforming. Old structures collapse. New technologies emerge. Leadership roles are being redefined almost weekly. So here’s the truth:

What you need is not just the ability to manage change, but the mindset to engage with it intentionally. Transformation openness is the inner readiness to notice, interpret, and respond to change – without falling into panic or paralysis. Think of it like sailing. You can’t control the wind – but you can adjust your sails. Transformation openness is the skill of adjusting your sails with clarity and confidence.

Part 2 – Understanding Inner Change: Lessons from Psychology

Modern psychology offers us several helpful models of how change really happens –inside a person. One widely researched theory is the Transtheoretical Model by Prochaska and DiClemente.
It describes change as a process with distinct stages – from denial to contemplation, to preparation, action, and finally integration. Change isn’t linear – it loops. You may relapse. You may resist. That’s human.

Another insight comes from Acceptance and Commitment Therapy (ACT).
Here, the idea is not to eliminate discomfort—but to act in alignment with your values, even when fear or uncertainty show up.

And then there’s self-efficacy, a term coined by psychologist Albert Bandura.
This is your belief that you can create change, even under difficult conditions. It’s the internal voice that says: “This is hard, but I’ll figure it out.”

Together, these theories tell us: You don’t need to love change. But you need to work with it—intentionally and flexibly.

Part 3 – The Five Phases of Transformation Openness

Based on these theories and my coaching experience, I suggest a simple but powerful model. I call it the Five Phases of Transformation Openness. This model is a pragmatic integration of some of the most effective approaches I’ve encountered. It doesn’t claim to reinvent the wheel – rather, it stands on the shoulders of giants. I’m deeply grateful for the foundational work of those who have shaped our understanding of transformation, mindset, and human development.

Graphic created with ChatGPT

Phase 1 – Denial and Resistance
“This can’t be happening. I don’t want this.”

This is the moment when your inner system slams on the brakes. It’s a deeply human, protective response—often rooted in fear, uncertainty, or past disappointments. You might find yourself avoiding conversations, pushing back emotionally, or mentally retreating into old patterns.

Your task here is not to force change. Instead, create emotional safety—for yourself or your team. Slow down. Be present. Ask yourself:

“What exactly am I afraid of losing?”
“What part of me is resisting—and what is it trying to protect?”

This is a powerful moment to use techniques like reframing or anchoring. They help you gently shift your perspective—without denying your emotions.

Phase 2 – Ambivalence and Awareness
“This might be necessary—but I’m torn.”

Here, a new awareness begins to surface. You’re no longer fully resisting, but you’re not committed either. There’s a tension between the pull of the familiar and the whispers of what could be. This is the ideal time for guided reflection. Clarify your values. Ask yourself what truly matters. Imagine alternative futures—not in spreadsheets, but in mental images.

One practical tool is timeline work: Visualize your future self one year from now. What are they doing? Feeling? Creating? Or try working with metaphors—like the “inner journey” or “crossing a threshold.” They activate deeper insights.

Phase 3 – Decision and Preparation
“I’m ready to engage—but how?”

This phase is where clarity kicks in. There’s an internal “yes.” You recognize: It’s time to move. But now the challenge is: What’s the plan? Is the decision aligned with who I truly am?

This is where the ecology check becomes crucial. Ask: “Does this decision feel congruent in my body?” “Do I have the energy, support, and internal permission to act?” Develop a simple, flexible roadmap—one that honors your identity and doesn’t create overwhelm.

Phase 4 – Action and Integration
“I’m in it. I’m doing the work.”

This is the “messy middle.” The phase where vision meets reality. You’ve moved into action—but now you’re learning, adapting, and often stumbling. That’s exactly how transformation works.
The key is: tiny rituals, feedback loops, and peer support. Whether it’s a morning check-in, a 10-minute journaling habit, or weekly coaching—small systems hold the change in motion. Remind yourself: This is not about perfection. It’s about momentum.

Phase 5 – Reflection and Identity Growth
“I’m not the same person I was.”

This is the quiet, often surprising moment when you realize: something shifted. You not only survived the change—you’ve internalized it. It’s now part of who you are. Take time to pause and reflect: “What did I learn—not just about the situation, but about myself?” “What strengths emerged that I didn’t know I had?”

This is where change becomes identity-based.
You no longer “do transformation”—you embody it. And that gives you confidence for the next cycle.

Part 4 – A Word of Caution: The Side Effects of Transformation Openness

Now, just like any powerful medicine, transformation openness has side effects. Here’s your leadership “warning label”:

Warning 1: Too much openness can destabilize you.
“If you’re constantly adapting, you may lose your inner compass.”

Being open to change is powerful. But if you’re always adapting to your surroundings, constantly shifting priorities, or chasing every new trend, you risk disconnecting from your core.
I’ve seen this in leaders who try to meet every expectation—only to feel exhausted and directionless.

Stay rooted in your values and long-term vision.
Ask yourself: “What do I want to stay true to—even in times of change?”

Your transformation should be guided by identity, not by urgency.

Warning 2: Don’t confuse openness with over-compliance.
“Just because change is trendy doesn’t mean it’s right for you.”

Sometimes people confuse openness with obedience. They say yes to every initiative, every new tool, every reorganization—just to appear flexible.
But that’s not transformation. That’s submission. And it can damage your integrity.

Practice mindful selectivity. Ask yourself: “Is this change aligned with my purpose—or am I just trying to fit in?”

Being truly open includes the courage to say no.

Warning 3: Resistance is not the enemy.
“Trying to eliminate fear or skepticism too quickly can backfire.”

We’re often told to “overcome resistance.” But in my experience, resistance is a form of intelligence.
It’s your system saying: “Wait. Something feels off.”
Maybe the timing isn’t right. Maybe your needs weren’t heard. Maybe your values are being challenged.

Respect resistance.
Instead of pushing it away, get curious: “What is this resistance protecting? What needs to be acknowledged or renegotiated?” Wise leaders listen to resistance before leading through it.

Warning 4: Transformation is not a race.
“Pauses, rest, and reflection are essential.”

In our fast-paced world, even change has become a competition. But sustainable transformation needs time. It needs space. Growth is not linear. It includes setbacks, pauses, and integration periods.

Build in recovery cycles.
Protect time to reflect. Honor the transitions between phases—not just the milestones.

Stillness is not a delay. It’s a dimension of change.

Think of this as the “informed consent” of transformation work. Real change is possible—but only when it’s honest, embodied, and self-led.

Final Reflections and Call to Action

So—let’s bring this all together. You’ve just heard a practical framework, a map for navigating the inner terrain of transformation openness. But what does it mean for you—today?
This is where insight meets action. Because reflection without movement leads to stagnation. And action without reflection leads to misalignment. So here’s how you can begin, right now:

1. Notice resistance – name it, explore it.

Think about a current change you’re facing—maybe at work, in your role, or in your private life.
Where do you feel tension? Avoidance? Fatigue? Instead of pushing it away, pause and investigate: “What am I afraid of losing?” “What part of me wants to stay where I am—and why?” Remember: resistance is not a flaw. It’s information. It’s a signal worth decoding.

Try this: Write down your top three resistances. For each, ask: “What is this trying to protect?”
This simple act turns fear into insight.

2. Clarify your values – they are your compass.

Transformation without orientation can be dangerous. That’s why your values are not optional—they’re essential.

Ask yourself: “What do I want to stay loyal to—regardless of change?” “What do I stand for, even when the environment shifts?”

Try this: Choose three values that truly guide you. Then ask: “How visible are these in my current decisions?”

This step roots your transformation in identity—not just in trends.

3. Prepare for action – even small steps matter.

You don’t need a 10-year plan.
But you do need momentum—and that starts with micro-movements. What’s one shift you’ve been postponing? One habit, one conversation, one experiment?

Try this: Define one concrete step for the next 48 hours. Keep it small. Then commit to it publicly—or at least to a trusted peer.

This turns openness into action.

4. Respect your rhythm – change doesn’t have to be rushed.

We often feel pressured to transform fast. But meaningful change follows its own rhythm—like breathing, like seasons. You need moments of rest and recovery just as much as moments of sprinting.

Try this: Build a pause into your week. A walk. A journaling session. A quiet morning without screens.
Don’t just move—integrate.

Because growth isn’t always visible. Sometimes, it’s underground.

5. Stay in dialogue – with yourself and trusted others.

Transformation thrives in connection. You don’t have to figure this out alone. Share your thoughts. Ask for feedback. Invite perspective. Talk to a mentor, a coach, or a peer who challenges and supports you.

Try this: Reach out to one person this week and say: “I’m reflecting on some changes. Can we talk about this over coffee or Zoom?”

Openness grows when we open up.

Inquire about a Transformative Session

And if you are looking for active support, contact me through my website or by email to bb@bensmann-consulting.com and inquire about a Deep Dive Session.

Music Into & Outro by Joakim Karud http://soundcloud.com/joakimkarud

Navigating with Your Inner Compass

Have you ever felt torn between what you should do and what you really want to do in your career?
Do you sometimes wonder whether your current role reflects who you truly are?
And what if you had an inner compass that could guide you more clearly—especially in times of change?

Today’s episode is about Career Anchors—a powerful concept that can help you understand what drives you at work.

We’ll connect this concept with the core idea of Self-Leadership—how you lead yourself toward meaningful, satisfying work and a life that feels aligned.

You’ll learn:

• What Career Anchors are
• How they influence your motivation and decisions
• How they support your self-leadership
• And finally, you’ll be guided through a short reflection exercise

Let’s get started.

Part 1 – What Is Self-Leadership? 

First, a quick reminder of what I mean by Self-Leadership. I define Self-Leadership as “attitudes and methods for the goal-oriented leadership of oneself.” It is based on three pillars:

• Self-awareness
• Self-responsibility
• Self-direction

This approach helps you create clarity about what matters most, stay on course in a turbulent world, and act in alignment with your deeper goals. But how do you know what matters most? That’s where Career Anchors come in.

Part 2 – Understanding Career Anchors

The concept of Career Anchors were first introduced by Edgar Schein and has been recently reimagined in 2023 by Schein, Van Maanen, and Peter Schein. Career Anchors describe the core values, motivations, and needs that guide your career decisions—whether you’re aware of them or not. Think of them as inner reference points. When you honor them, you feel energized. When you ignore them, you feel lost or frustrated. Here are the eight Career Anchors:

 1. Technical/Functional (TF)

This anchor reflects a deep need to become truly excellent in a specific field. People with this anchor are driven by expertise and problem-solving. They enjoy mastering a domain and being recognized for their know-how. Picture someone who doesn’t need a leadership title—but thrives when solving complex technical challenges or perfecting systems. They often feel most fulfilled when they are “in the zone” of their specialization.

Self-Leadership implications:

Build your role around deep work. Set goals that challenge your skillset. Look for environments where craftsmanship is valued—and avoid being pulled into roles that take you too far from what you do best.

Ask yourself: “Where do I want to go deeper instead of wider?”

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2. Autonomy/Independence (AU)

People with this anchor value freedom over structure. They want to shape their own work—when, where, and how it happens. This might show up as a desire to work remotely, to reject micromanagement, or to create a business that lets you define your own pace. What matters most is self-direction.

Self-Leadership implications:

Design your work so that it gives you room to decide. Structure your day, your processes, and even your collaborations in a way that respects your independence. Watch for roles where rigid systems undermine your drive.

Ask yourself: “Where do I feel boxed in—and where do I feel free?”

⸻

3. Challenge & Risk (C&R)

This anchor is about pushing boundaries. If this is your anchor, you seek complex problems, ambitious goals, and high-stakes situations. You’re energized by uncertainty—by the thrill of figuring things out when others step back. You may not need constant adrenaline, but you do need stimulation and growth.

Self-Leadership implications:

Keep your stretch goals visible. Volunteer for projects that scare you—in a good way. But also learn to manage recovery, because intensity needs balance.

Ask yourself: “What challenges am I ready for—but maybe avoiding?”

⸻

 4. Entrepreneurial Creativity (EC)

This anchor is about building something new. You’re excited by innovation, by launching projects, or by creating solutions where none existed before. People with this anchor don’t wait for permission—they experiment, prototype, and learn through action. Impact matters, but so does independence and originality.

Self-Leadership implications:

You need time and space to create. Build routines that support innovation—whiteboard sessions, idea journals, or side projects. Look for collaborators who energize you rather than constrain you.

Ask yourself: “What have I created lately that I’m proud of?”

⸻

5. General Management (GM)

You are drawn to leading people and steering complex systems. You enjoy aligning teams, making strategic decisions, and delivering results through others. It’s not just about control—it’s about seeing the big picture and coordinating moving parts. You thrive on responsibility and influence.

Self-Leadership implications:

Sharpen your systems thinking. Strengthen your communication skills. And regularly check that your leadership remains values-driven—not just performance-driven.

Ask yourself: “Am I leading with clarity—or just managing complexity?”

⸻

6. Service / Dedication to a Cause (SV)

This anchor is rooted in meaning and contribution. You want to make a positive difference—to help people, solve societal issues, or support a cause bigger than yourself. Success is measured not just in numbers, but in impact. You feel fulfilled when your work reflects your deeper beliefs.

Self-Leadership implications:

Align your goals with your values. Don’t ignore purpose when making decisions about your role or organization. And take time to reconnect with your why—especially in difficult moments.

Ask yourself: “What kind of impact do I want to have this year?”

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7. Stability & Security (S&S)

This anchor is about predictability, consistency, and reliability. You want to work in an environment where expectations are clear, change is manageable, and long-term planning is possible. You may not resist all change—but you value continuity and low risk. This anchor often shows up in people who’ve experienced instability in the past.

Self-Leadership implications:

Don’t apologize for seeking structure. Instead, choose roles that let you build routines and minimize volatility. But also stay open to evolution—security doesn’t have to mean stagnation.

Ask yourself: “What routines make me feel grounded—and which ones trap me?”

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8. Life-Work Integration (LW)

This anchor reflects a deep desire to balance life’s different areas—not by separating them, but by integrating them meaningfully. You want work that allows space for family, well-being, travel, hobbies, or personal growth. You don’t want to sacrifice your life for your job—or vice versa.

Self-Leadership implications:

Define your non-negotiables clearly. Design your time with care. Say yes to flexibility—and no to false urgency. Make alignment your leadership strategy.

Ask yourself: “Am I living the way I want—or just working the way I’m told?”

Keep in mind: Most people have one or two dominant anchors that shape their career satisfaction and decisions.

Part 3 – How Career Anchors Connect with Self-Leadership 

When you combine the concept of Career Anchors with Self-Leadership, at least three powerful things happen:

1. You gain clarity

You’re better able to filter opportunities. Example: If your anchor is Autonomy, you’ll recognize that micromanagement will be toxic—no matter the salary.

2. You increase your motivation

When your work aligns with your anchor, you naturally feel more energized and committed. Example: Someone driven by Service will perform best in roles with a sense of purpose—even if they come with lower pay.

3. You navigate change with confidence

Career Anchors are not fixed forever. Maybe ten years ago, you were driven by Challenge. Today, it might be Stability. Self-Leadership helps you recognize and accept this evolution—and to adjust your goals accordingly.

Handle with care

You know me by now—I always encourage you to treat any concept, model, or framework with care. The Career Anchors are just that: a concept. A useful lens, not a label.
Test it. Use it. But don’t confuse insight with identity.
You’re not a finished product—you’re becoming. As psychologist Daniel Gilbert put it:
“We’re works in progress who think we’re finished.”

Let that sink in.

Personality is fluid. Motivation evolves. Don’t get trapped in a fixed self-concept.
Let your Career Anchor guide you—not box you in.

Reflection Exercise
Let’s pause for a moment of reflection. You may want to write down or just think through your answers.

1. Am I doing work that reflects what I really care about?
2. What is one bold step I can take now to move in the right direction?
3. Where might I need to adjust my mindset or actions to reach the next level?

These questions can open the door to real change.

Download The Slides

If you found today’s episode helpful, you can download my slide deck from the Career Anchors webinar that I did for AHK Bogotá:

bensmann-consulting.com/career

Password: career2025

Music Into & Outro by Joakim Karud http://soundcloud.com/joakimkarud