The Female Leader E-Book

Sonja Becker

• Herausgeber: Sokrates
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2015

Seitenzahl: 508

Beschreibung

How to become a female leader and how to do business with her abilities and talents - this is what this manual is about. Never before in evolution it has been possible for women to have such a success, to lead teams and built a great career, as in these times. What if business no longer means war but becomes a game? It is the start of your career. From the beginnings, the vision and the ideas, via the daily drag to the highest inspiration, innovation and creativity. A manual for the "female leader". For you.

Leseprobe

ACKNOWLEDGEMENT

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here is only the name of the author on the cover, but there is a whole team behind her.

Deepest thanks go first with all my heart to my parents, Alfred and Tina Schaer, who brought me up peacefully and naturally. They allowed me to go out into the world where I then made my appearance as a female leader, and they would often say, “You are more in America than with us!”

The greatest respect to my mentors, Martin and Gigi Sage, who brought out my natural leadership. Together with them I was able to research, teach and pass on the principles of leadership for 12 years. As a special trio we have pushed the evolution of more peace and love in the world and united the best from the USA and Europe.

I go on my knees before my men: Uwe, Eckhard, Volker, Sebastian and Chéfe. Each of you with his love has stood at my side like a rock.

You love me and have always helped me, have accompanied me on my innovative road and have brought up and protected all the children, grandchildren, customers and the team.

It has never been easy, but it is and remains an adventure for us all!

I thank my 6 children, Sebastian, Anneli, Christian Cyrill, Benjamin Moses, Konstantin and Joy that they are as curious as their mother, who opened the family system to the world. You were ready to move at any time, and whoever brought you up is welcome.

Special deep admiration for my oldest daughter Anneli, who has always been there devotedly and has borne all the intensive phases.

Thanks to all the many clients I was allowed to wake and who trusted themselves to stand by their individual talent and thus achieved independence. The new entrepreneurship is the trend of our generation, and will have a great impact on Germany.

My very special acclamation for the united learning and building of the “most innovative company in Germany” goes to my Wailea team: Irene, Margit and Monika. You have worked so hard and have become women who are genuine role models for society.

FOREWORD

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acqueline Kennedy Onassis was a bright child. When she was only four she went off on her own during a walk in Central Park with her newborn baby sister Lee and the nanny. When Jackie lost her way, the little girl was found by a policeman. When she saw him, she said self-assuredly, “My sister and my nanny seem to have gotten lost.”

When Jackie Kennedy moved into the White House at the side of her husband, she resolved to renovate the building and turn it into a grand house. Unfortunately, there was no money for the project.

The First Lady decided to finance it through her own resources. And she had an idea: she would introduce her own love of beauty, art and history and show children a living White House. The boys would experience history through all the things from other times that they got to see there. The girls should find it beautiful and lived-in, so there always had to be flowers there and a real fire burning in the grate. The White House should have a purpose, and that should be restored. And all the visitors and children should feel and see this purpose. Jackie resisted merely decorating, stressing the difference from restoration, and she wanted all the previous Presidents to be tangible. She herself loved the Lincoln Room, which contains all Lincoln’s effects, things that he had handled; and the atmosphere was similar to that of a cathedral, the same sense of peace and meditation. Sometimes Jackie would sit alone in the room, and could genuinely feel Lincoln’s strength, as if she was communicating with him. She had the greatest affinity with Jefferson, but it was Lincoln she loved.

Then she realized that about two million visitors walked through the White House annually. And they were ultimately the “cause” of the rapid wear and tear of the building. In any case, she didn’t charge an entry fee. Instead she produced an illustrated guide to the building, which visitors could purchase for a dollar.

It was obvious to her that every visitor would as a matter of course wish to take home this one dollar guide as a souvenir. Within a very short time the money for an extensive and lasting renovation was raised. With the assistance of the National Geographic Society, over eight million copies of the guide have been sold since 1962. Jackie Kennedy was the editor.

INTRODUCTION

Companies and businesses are like human beings. They are born, they grow and they die. And in between are several ages: innocent, curious and playful childhood; the wild storm and stress of adolescence; the erotic 20s; the decisive 30s; the level-headed 40s, rocked by midlife crisis. And so on… to old age, wisdom and death.

Just as humans, trees or businesses grow physically and organically, so too is there a mental growth that is largely undervalued. For example, as children we are curious about everything. There is nothing around us that is not new. The more we learn, the more our curiosity abates. We become curious about other things: in puberty about the opposite sex, later about self-realization, about money, about success, or about fame. And in every life of every person there is one thing that will always concern them, which will always make them curious and absorb them: their special talents. By realizing and using them a person will celebrate the greatest successes and will get the greatest enjoyment out of life. Curiosity helps us to grow mentally. As long as secrets exist, we have to discover them.

Mental Development

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ehind, however, lies experience, the awareness of an intuitive truth. Through many experiences we become undeceived in the true sense of the word, disillusioned, perhaps even embittered, melancholy or depressed. Once we have won back curiosity we grow beyond ourselves. We discover pleasure in the things we do, and experience our mental development as a career.

Curiosity is the mainspring of mental development. Our “performance scale” is based on this approach, which shows the different stages in mental growth. Whether individuals, families, enterprises or organizations –they all stand at a particular stage of development. You can frequently tell from the faces of individuals, of employees in a firm or members of a football team which stage they are at as soon as they perform: are they sad, worried, tense, or passionate, self-confident, full of enthusiasm? Once we have awakened curiosity in people, they will develop mentally. And our success grows at the same time.

The same type of growth exists in the economy. Without an awareness of the mental condition of a company or its undertakings nothing can grow further. Without knowing what doesn’t work you will not get any further towards being in the black. And that applies as much to a company team as it does to a football team.

Businesses are alive – and grow

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n any company, you only have to see how much time people spend coming to an agreement, what the mood is and how individuals behave towards one another and communicate. This is of almost more concern to the manager today that the turnover figures. It’s not surprising: everyone knows that they can only succeed as long as there is a good team. And that is why there is a demand for female bosses, with their clear-eyed perception of everything that passes between people.

If you decide today to live your own life and go into action, at certain times things will rain down on you that you can only partially explain without the concept of mental development. We will explain these things to you and show you how to go forward. This should arouse your curiosity. In his book “Live your Dream”, Martin Sage has demonstrated how to live a life that leads to our true talent. The “female leader” is meant here – the woman who embraces her natural talent in order to make herself independent and to make a career out of her life. The time is ripe. It has never been easier for women to have the self-confidence to found their own organization and do business than today. Programs like the series “Sex and the City” have contributed considerably to a paradigm shift. Suddenly women have stopped focusing on men, and prefer to turn on their own axis. What happens next when the compass is pointed in a new direction cannot be predicted – only experienced. That is curiosity.

During the course of life curiosity is mostly repressed. Disillusionment, disappointment and above all the need for security dissuade the majority of people from putting their “calling” in the foreground or from making it the goal of their lives. If you are doing what you have always wanted to do, or if you have now decided to do it - congratulations! This book is a manual for all those who dare to take the step out into the wide prairie of independent entrepreneurship. And their numbers are increasing - especially among women.

Liberty, otherness, fraternity

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an’t live with you, can’t live without you: Relationships are indicators of human energy. Love is the highest form of energy – what doesn’t one do out of love? The powerful energy that love unleashes may indicate the strength of that. This can be introduced as the curiosity factor, which will continually drive us on the way through this book, before everything becomes familiar.

Men and women often cannot live together and under no circumstances without each other. Their differences are their capital. That has always been case throughout evolution. Only the roles were divided differently.

In business the formula for a successful future lies in different qualities. Our thesis is that the most successful teams are those with an equal number of men and women with the capability of celebrating their differences, and using them for a common strategy.

Men and women meet on the same level in business and management. After the end of “battle of the sexes” and the entry of women into business they are genuinely emancipated and bring a breath of fresh air into entrepreneurship.

There is a new energy between man and woman. For the first time they are forgetting their preconceived notions of the opposite sex. They are becoming curious about one another. Countless books have been written in the last few years about the charming differences between the perspectives of men and of women – and celebrated. Daily business included.

In fact there is little that women don’t do or look at completely differently from men. The “little differences” is one of the most exciting and entertaining themes of our time. Women are no longer “on the advance”. They have arrived. On the boardroom floor in business, as the head of a company as well as in politics, female influence is highly valued.

The integrating capabilities of women, in areas such as relationship management for example, are decisive elements in an economy in which service plays the most important part.

Never before has it been possible for women to combine their careers with standard family life to that degree. Whereas in former times the woman found herself in a dilemma between the kitchen, children and career, now she can combine all the things that are dear and precious to her owing to the phenomenal amenities of telecommunication through the cell phone or the internet. This is the first generation for which the type of “Womanagement” is possible. Men and women are no longer fixed in their gender roles. Now things are shared in a brotherly and sisterly manner.

Service - why right now?

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he information and media age lies just as far behind us as the industrial age. Since the beginning of the new millennium and its historical beginning on September 11, 2001, theservice economy has superseded the old capitalist power structure, as it served capital more than people.

While the old economic tanker grindingly held its course, purging itself through redundancies, so that no employee could be sure of keeping their position, a parallel economy developed which was based on self-employment and which produced new answers, new capital and new careers with brilliant ideas and innovations in the service sector.

In Germany, the “desert of service”, especially, many a stretch of waste land has yet to be turned into an oasis. Parallel to this is the drive towards self-determination, freedom and the development of personal interests and capabilities. Even the government tends to encourage people to pursue their own interests and to develop their own business ideas and become self-employed. More and more people are discovering that the greatest potential lies in themselves: their entire personal talent lies there to be capitalized on. When women found and lead a business, they can for the first time employ their feminine talents within this service economy.

In a ten year study Danish researchers discovered that businesses which had more women in management worked more profitably. “In fact women manage differently”,commentated the “Frankfurter Allgemeine Sonntagszeitung” (5. June 1005, p. 39), “Although women lull their male competitors into a sense of security through their calmness and reticence in the beginning, when it comes down to it they negotiate tenaciously and ruthlessly with their eye on the goal. (…) The management techniques of women, who on the whole rely on intuition rather than reflection, also go far beyond seemingly friendly listening.

“In contrast to all the traditional management tools women create a closer relationship with their employees though their prevailingly highly intuitive way of leadership,” says Lammers, a female headhunter. “They create bonds which makes the employees obliged to them. (…) That is why they are so valuable.”

A further study in England compared masculine and feminine styles of leadership and came to the conclusion that, “Women managed in a much more informal way, involved employees more in decision-making and inspired them. Moreover, women in management positions forgot less quickly what it feels like to be an employee.” “The employees admired their female bosses for it,” summed up Inge Kloepfer of the FAS. “This type of bonding is a much subtler way of exercising power and influence than the pressure of hierarchies.”

The old and the new service economy

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ervice has a new definition. “Service” does not simply mean provision of services. The German postal service, the Deutsche Post, is a classic example of a company that provides a service. But what would happen if in the near future it lost its monopoly on the delivery of letters?

They would have competition that would terrify them: perhaps postal workers who would not only deliver letters, but collect the post, sell stamps and through other services save the trip to the increasingly meager post office and replace postboxes – to mention only a few ideas that the Deutsche Post won’t look at. It is a service-impeder, a service provider that no longer provides a service, or a logistics enterprise that no longer cares about private communication - whichever way you want to look at it. In any case nothing is more tedious and cumbersome than sending a letter in the age of the email. Before the long march to the post box there are stamps to obtain, the five digit post code that nobody can remember to be looked up, and paper and envelopes to be procured.

A recent development: if the envelope does not stick properly, or if the seal of the package doesn’t hold, one is politely enforced to purchase string or adhesive tape in the local “Shop” to do what the post office worker used to do as a matter of course. Good luck to anyone who looks for redress.

The “new service” means: to put yourself completely in the situation of others and to recognize their requirements and their sources of curiosity, in order to create a product and offer it to the right people.

Women are better suited to this service economy than men, because they are better trained for historical and cultural reasons. In the history of evolution, men’s hands were full with hunting and gathering, while women concerned themselves with order in the domestic and familial structure. Apart from the Amazons and the female Pharaohs, in the history of mankind they were rarely the “rulers” who reigned over the private court, the people and the empire. Men were the hunters, the warriors, protectors and proprietors; women the ones who kept everything together. But this “deprivation” was compensated for by other capabilities. Women are better at every type of game, whether social games, power games or erotic games.

The entry of female paradigms in business

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hat is more promising for success today – showing off or team spirit? Dominance or empathy? To command or to entice? Power or networking? How do you get further in the long term: with marching orders or through knowledge of people?

During evolution particular capabilities have been gradually developed by each respective sex. Evolution has trained men to win and to display strength because they had to be responsible for protecting their existence through war, reproduction or the husbandry of the farm, the Greek “oikos”, from which the earliest “economy” sprang. Men were automatically the “rulers”, and had to live up to this role, for which they were accepted by both men and women. Likewise women wanted to be “understood”.

Today we benefit from both male and female capabilities: understanding, discretion and sexual intelligence on the female part; approval, dealing with problems, and assertion on the male.

“Children, church and kitchen” was significantly the domain for women’s self-development in earlier times. “Clothes, cosmetics and chatter” mocked a political satirist later. The truth lies in between: women can do two things at the same time. They can manage children as well as a career. Therefore they earn their own money and can spend it on what they want: clothes, cosmetics… and they are unbeatable in the art of communication.

Power and success is no longer the domain of men. The myth of the Porsche driving “top dog” who is in control of everything and everybody is over - now that women can afford and drive one themselves.

That goes for industry too. “Images” enhance the status of products artificially, and often without legitimacy. Companies “cut into” the market with new products, stage “hostile takeovers” and lose their position within the social situation or social responsibility through unrealistic and no longer comprehensible strategies of acquisition of capital.

Men have learned to assert themselves. Women look for consensus. Men know what they want. Women also know what others want. Men wield power. Women have power – often more than they show. And sometimes it is the other way round.

There are women who gain power by using men’s weapons: Angela Merkel, for example. Conversely men want to “conquer” women, and sometimes that doesn’t work at all. At least, not with the means they commonly use. They will conquer the market of the future when they are able to bring their laboriously learned arts of seduction to the business world. They will have to be able to arouse women’s curiosity. If you can make it there, you can make it anywhere.

Men and women are a magnet for each other. Every time they meet, a game begins. They ensnare one another. They are always discovering new perspectives. They are always open to new things. They can continually surprise one another. They are curious about each other. And not only in a sexual way. In business too. Because, for the first time in the history of the human race, women have the chance of winning, the modern business game is definitely one of the phenomena of our time. The new economy no longer follows the rules of war. Increasingly the rules of a free game are dominating: the business game.

In this game, certain capabilities are required, such as being able to put oneself in the position of others and to recognize their desires and needs.

This is the idea of the new “service economy”. It works not only through tactics but also through charm. Entertainment rather than dictatorship dominates: you can no longer “conquer” the public, for example; you can only “win them over” – through entertainment, not propaganda. A product sells increasingly badly through advertising and brainwashing, through the pressures of boosted value and status symbols.

Enticement is a better means. A service is most convincing when personal recognition or satisfaction, if not complete satisfaction, can be expected of it. Entertainment, appreciation and sex are the insignia of the new service economy. And the difference lies in the fact that women are able to participate on the same level. They don’t have to adapt male strengths, in which they appear as an example of the dominant “career woman”, but can use their own.

Cooperation with men brings out a new, unexpected energy. We can see that in our daily work, especially of course in our businesswomen’s and power couples’ seminars. Often it even happens that couples who have discovered their strengths during training hit upon the idea of capitalizing on them and go on to found a successful business together.

Before, a model. Now, a role model.

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hereas before women were assigned careers which were confined to the domestic sphere, today every women can do want she wants. Where women decide, the “feminine” principles are more sought after and more successful.

Their historical roles as muse or geisha, who serves men while influencing them, are still to be seen in politics for example. Behind successful men often stand thoughtful and guiding women like Napoleon’s Josephine or Jackie Kennedy. Increasingly they are coming out from under the shadow of great men to hold high office themselves: Condoleezza Rice or Angela Merkel. Whether through more masculine means or through feminine intuition, cunning and malice. But in the end with success. And that also provides an incentive for women.

Female leaders are examples. If successful women were before almost exclusively “models”, today they are “role models”. They wield influence over methods, approaches and ways of doing business, and are turning businesses and branches of trade inside out. Women can achieve great success in business through their personality. From Anita Roddick (The Body Shop) to Carly Fiorino (HP) there are more and more women who don’t pretend to be men but are successful women as women: Christiane zu Salm, who turned the “women’s channel” TM3 into the despised game channel 9Live, in which nobody invested a cent, and out of which she made millions. She became successful and rich. Or there is Friede Springer, formerly a nanny in Axel Springer’s household, who led his financially stricken concern back to being one of the biggest publishing houses in Europe.

Or Joanne K. Rowling, who before “Harry Potter”, lived on welfare. And many other women whom we would like to introduce to you.

What applies to individuals also applies to organizations. The teams that have the greatest energy have the greatest success. Infinitely more energy is let loose through emotional intelligence, empathy, love and other “feminine” characteristics than through authority, pressure, and commands. “Male” bosses are affected by methods of dominance. They are calibrated to gain respect by authoritarian means. They make sure that they are unbearable. Which “boss” really wants to be like that?

Female bosses in the modern sense are people whom one simply doesn’t want to let down: more coach than manager. Their goals are defined more through satisfaction than through numbers.

Then the numbers will add up by themselves. Coaches approach their goal with humility, gratitude and a sense of responsibility, and set the team a good example. The female boss is in business what the trainer is in sport: the leader and the mover and shaker.

She is respected and loved and as a result has paved the way to success. “Power requires natural authority,” says Christiane zu Salm. “Women know that. And because they know that, power is in good hands when it is in their hands.”

This book shows you how to become a female leader and how to use your abilities to deal with the business of tomorrow. Never in the history of evolution has it been possible for women to achieve success, lead teams and build a successful career to such an extent as it is today.

What happens when business is no longer war, but play? It is the beginning of your career. From the beginnings, the vision and the ideas, to the daily grind, up to the highest level of inspiration, innovation and creativity. This is what this book is about: a handbook for “the female leader”. For you.

MAY THE FORCE BE WITH YOU.

Sources:

Pease, Allan & Barbara. Why Men Don’t Listen & Women Can’t Read Maps.

Pease, Allan & Barbara. Why Men Don’t have a clue & Women Always Need More Shoes.

YOUR ROAD

“A lot of people don’t get what they want because they don’t say what they want.“

Madonna, in: “SEX”

What shall I do?

So, what is your goal? What does your career look like? Is it your passion? Your life? These are not easy questions. But the right way. There is no happiness: as soon as you have obtained it, you become unhappy. But there is satisfaction. If you can answer these questions easily, you can be satisfied.

You don’t just “acquire” satisfaction. A lot of people follow whatever undertaking and believe that one day they will achieve happiness. Others believe that one day the meaning of their lives will become clear. One day? Why not now? It is essential to be satisfied here and now.

True happiness consists in following your passion. In one moment you live in every moment.

Satisfaction doesn’t consist in finding the meaning of life, but in feeling alive. Here and now.

You have two means: time and money. Forget the idea that you don’t have time.

Forget the saying that money can’t buy happiness. You have all the time in the world when you follow your own goal. That means making your passion your life. And then you will get all the money in the world. It is that simple. And that hard.

We all have a task: to make the best out of our lives. Each of us has something unique within us: our individual brilliance. Both of these ideas were formulated by Immanuel Kant in the sentence: “Every human being is his/her own purpose”. By “purpose” he meant “goal”. Every human being is therefore a goal. “His/her own” because it is unique and inviolate. For no one can make others his or her purpose, but they may use other people as a means to an end. That is the basic idea behind the Enlightenment, the “emergence of mankind from his self-inflicted immaturity” (Kant). Whoever reaches this point, where the goal is clear, has decided to lead his own life. Then new questions arise. And here, too, Kant has the basic question formulated: “What should I do?” It is the basic question in ethics. “Ethos” means “attitude”.

The first small steps

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e all work in order to live. But what kind of work? The time we spend earning our money determines the quality of our lives. Those who can follow their favorite occupation and earn money from it have a sense of having found themselves.

These people can count themselves as the being among the happiest. It is evident from their energy and liveliness. Not even the most wonderful and long holiday, not even a trip round the world produces such a kick as a calling to a career. Connect your dream with your career, and you will enjoy the road towards your goal as well as the goal itself. Just imagine if you could spend the rest of your life only doing what you like doing best. A life of action, on cloud nine – and according to Kant, your sacred duty!

Many people know what their goals are, but don’t know how to go about reaching them. They are too far off, and before lies nothing but stumbling blocks and obstacles that keep you from it. First you have to do something. You don’t see your goal for the problems and the humdrum of everyday life. You lose sight of it. But what you don’t see is what is right in front of your nose: the first step. In order to take it, you have to trace the path all the way back from the goal.

You have to get moving. The Greek word for “way” is “method”. And there is only one right way: your own. To follow it, the point of departure must be clearly defined. For this we have developed a unique road map: the “performance scale”. We start from the premise that a person can only achieve exactly as much as his or her stage of mental development will allow. How to find out and know where you stand as an individual and how to continue on the way up has been shown in Gigi Sage’s excellent book “Hello, Tarzan”. And so you can understand how your career will be an enormous success, the performance scale is graded in the order of the following chapters. And even if you want to defend yourself tooth and nail against earning a lot of money…if you follow your path, it will come almost automatically.

With the descriptions of scenarios you can discover if this stage in the development of your business sounds familiar and find out in each case where you should go from here: from the values you set up for yourself to the service you provide for others. In any case there is no escape: every single phenomenon is experienced in the growth of a business, every career is built on these steps, and every development is a rung on this ladder. And every time you reach a new stage it gets better andwill become more difficult. And it doesn’t matter whether you are dealing with the daily organization, finding customers, building up teams into self-organizing units or serving humanity.

Entrepreneurship is living your dream. It means that your aims are in tune with your heart. You always work in principle in a tight unit in which you take over the role of leader, whether as a free agent, a lady of leisure, or an executive in a large company. Our society doesn’t make it easy for anyone to realize their dream. It values the mediocre. Our most important influences come from our parents and teachers. And they all praise security to the skies. They expect you to fit in with a system and to become “a useful member of society”. And that you will become – but at the end, not at the beginning. First you will become wild and unruly, you will recover your own curiosity, and with it your lust for life.

So entrepreneurship is a stony and exhausting path. But there are no easy paths. Either you fight it out or fight for all of your life against the tedium of a life of security and without passion. In Germany we still live in luxury that we can barely afford: provided or subsidized by the state. The result is not only a certain laziness, but also a lack of passion amounting to lethargy. And a poor quality.

The somewhat anarchic but lively and passionate filmmaker Klaus Lemke believes that Germany would be Europe’s number one film making country if films weren’t subsidized. Not only because you get the money in advance, but also chiefly because a crowd of investors and skeptics incessantly point to the script, demand that the characters be explained to them, and so subsequently everything has to be rewritten. “Everything has already been explained to death before the shooting, so nothing happens in the film anymore”, said Lemke. “I would like to say to filmmakers, do your own, small thing without money. At least it’s your own then!”

We are all colleagues, fathers, mothers, sons, grandchildren. Even if we play the role expected of us perfectly, we will always lose something. We are not in the world to play out roles or to give in to the pressure of custom. Our bodies are aware of that. They send out signals of our condition: aches and pains, illnesses, feelings of hopelessness, despair, disappointment. You can read disappointment in particular in many faces, because the great dream of their lives has at some time been put aside and they have then found themselves somewhere where they didn’t want to be. No problem. Today is the first day of the rest of your life. Many people are suddenly a lot happier when they take the first step towards becoming completely free in order to live their dream and pursue their goals. Often illness, redundancy, divorce or bankruptcy open people’s eyes to recognizing the value of their lives and to pay heed to the time that is left to them to do the right thing. We teach this awakening experience in our self-awareness seminars. We research the curiosity in people, delve into the sources and recommend to them projects, out of which small and then large companies grow.

You can create a life that is based round your personal interests and whatever is close to your heart. “The female leader” shows you your career and shows you that the road is worth it. If you turn things which you love the most into products and services that benefit others, you will soon discover what it feels like to be genuinely financially independent. And you will have found the inner peace that goes with it. Yes, money does bring happiness. And a career brings satisfaction.

“The female leader” is not a “how-to-” book. It tells you the rules of the game of entrepreneurship and when to change gear so that you can move forward. Business is not simple, and so we don’t simplify it by giving you helpful hints that you can’t use in everyday life. If you want to live your life, we will show you how you can use your own sense of curiosity to do it. It is like the scout on the path. Follow your sense of curiosity and you will always see a light in front of you, regardless of whether you are still contemplating a product or have already placed it on the market. Wherever you are, there is always a step in front of you. You will find it difficult, but there is no going back. Real success is complicated. “She is a Natural Leader” is written for intelligent and motivated individuals who regard their careers as a game. Not a game of chance, but a sport, which they learn, train for and during which they continually encounter new challenges their whole life long. They know what they want to achieve. We show how it can be achieved.

Most people don’t lack courage for a career; they lack the footing and the attitude. If you don’t have the orientation, you will change direction more often. Every time that costs a lot of time and money. Because we show you the way, you learn how to place time and money respectively in relation to your plan and thereby learn how to use them as instruments for yourself effectively and successfully. This is the right way. For while the number of steady jobs is rapidly sinking and the number of unemployed drastically increasing, the number of people become self-employed is growing – and not only since the government scheme supporting the self-employed. People who arewaiting for changes can wait a long time. If you want security, you make your fate dependent on others. If you follow your sense of curiosity, you will radiate joy and will arouse the curiosity of others. And perhaps their greed, too.

Go another way. Find your own. Drop out of the statistic. Become self-employed. Offer a service that is near to your heart and you will find millions of people who have been waiting for it. They will be infected by your enthusiasm. You career will have its ups and downs and smiles and frowns. But with this book you always know what you can do for or against them.

This book is the outcome of experience with thousands of clients that I have had since 1993. We have learned from these countless training sessions. And we are still learning. And out of this has arisen the model of the “performance scale”, which will stand you in good stead as a personal career road map. But something has to be clear from the start: what type of businesswoman are you? Do the following quiz. The result may possibly surprise you.

WHICH KIND OF LEADER ARE YOU?

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EN NOT VERY SERIOUS QUESTIONS WHICH WILL REVEAL YOUR ATTITUDE AND CLEAR THE WAY FOR YOU.