Although recognition can hardly be ‘taught’, I am required in many aspects of my work to create or recreate an atmosphere that facilitates the emergence of mutual recognition.

I achieve this by drawing on a concept of the individual that helps to ascertain his/her particular needs and positive intentions. I am convinced that every statement we make, or every action we undertake, – even if, in hindsight, it turns out to be everything but helpful – was, from a subjective point of view, completely justifiable and appropriate at the time.

In my work I am particularly attentive to ensuring that genuine mutual recognition is actually sensed and felt, whether it be toward clients, colleagues, superiors, or even opponents in conflict situations.

Many people take on either too little or too much responsibility. For me personally, an initial approach to dealing with the theme of responsibility consists of acknowledging one’s own responsibility for oneself and one’s own life. Only if you yourself have fully embraced the ambit of your own responsibilites can you require of others to take on responsibility themselves. Taking on too much responsibility can result in debilitating others.

The problems and conflicts that arise in connection with responsibility often constitute the rationale for, or the content of, my work with managers, teams and organisations. In such cases I am particularly careful to ensure that the actual delegated responsibilities are clearly differentiated.