Archive for category: leadership

Today, I want to talk about one of the hardest transitions any entrepreneur will ever face. The shift from a founder-driven company to a professionally led organization.

It sounds like strategy, but in truth, it’s a human transformation. And it doesn’t happen in weeks or months. It takes years.

The Founder’s Dilemma

Every business starts with a founder. The person who knows every customer, every number, every machine. The one who built the company from scratch.

They make every key decision, solve every customer problem, and keep the business running with pure energy and willpower.

Without them, there would be no company.

But over time… that strength becomes a limitation.

Let me give you an example: I’m currently mentoring an entrepreneur from India. In just twenty years, he’s built an impressive company with more than 200 employees, with projects across the UAE, Saudi Arabia, and Oman.

He’s the best engineer in the company.

Whenever something goes wrong, he’s the one who jumps on a plane, goes on site, and fixes it. His reputation and the company’s success are built on his personal expertise.

But that’s exactly the problem. The entire business depends on him.

And that’s the paradox:

The same strengths that made the company successful are now holding it back.

Why Letting Go Is So Hard

From the outside, it sounds simple.

“Just delegate more.”

“Just trust your people.”

Sure.

But every entrepreneur knows that’s easier said than done.

Letting go means giving up control. It means trusting people, systems, and processes instead of yourself. And that’s not just an operational change. It’s an emotional one.

Especially if you’ve tried before and got burned.

Maybe you hired a senior manager from a big corporation: looked great on paper, but didn’t work out.

Or maybe you promoted a loyal employee into a leadership role. And suddenly projects stalled, and the team got frustrated.

After experiences like that, many founders stop trying. They tell themselves,

“No one can do it as well as I can.”

And so… they keep doing everything themselves.

Step 1: Build a Strong Senior Team

Real change begins with people.

Specifically, with a strong and trustworthy senior leadership team just below you.

Without the right people in key positions – in sales, operations, finance, HR – you simply can’t let go. You need leaders who can make decisions, take responsibility, and communicate openly.

And here’s something most founders underestimate: You can’t hand over responsibility. You have to build it.

When you see your leaders taking ownership and delivering results, your trust grows. And that’s when you can finally step back from daily operations and focus on strategy.

Control turns into trust. And a founder-driven company becomes a leadership organization.

Step 2: Create Change Agents

But change doesn’t stop at the leadership team. To build a new culture, you need people throughout the company who live it every day.

I call them leadership promoters: the employees who keep the new mindset alive, who motivate others, who remind their colleagues of goals and principles even when you’re not around.

These people are your cultural multipliers. They need attention, training, and support maybe through a “train the trainer” approach. Because cultural change only works when the people inside the company drive it forward.

Step 3: Building True Ownership

Once the right people are in place, you can start building what I call an ownership culture.

That means people take real responsibility. They think like entrepreneurs and they do what it takes to deliver what they promised.

In many founder-led companies, that mindset is missing. Problems get escalated too quickly.
Employees wait for the founder to decide, because “he knows best.”

And the founder? He likes being the hero. He solves the problem, saves the project, and feels useful.

But the truth is: that behavior keeps employees small.

Here’s a simple test: If your people always come to you for answers, if you’re constantly putting out fires, then you’ve probably made them dependent on you.

And as the saying goes:

“After two years, every entrepreneur has exactly the employees they deserve.”

Painful. But true.

Five Steps to Build Ownership

Step 1: Feedback and Learning

Responsibility only grows where people feel safe to make mistakes.

Mistakes are fine – as long as people learn from them. But learning doesn’t happen automatically. It needs reflection.

So instead of giving answers, ask questions.

“What would you do differently next time?”

“What did you learn from that?”

“What would you do if I weren’t here?”

And remember: If you’re not sure whether you ask enough questions, you probably don’t.

In every one-on-one, your employee should talk more than you. Otherwise, it’s not a development conversation — it’s a lecture.

Step 2: Clear Accountability

Every task, every goal needs one owner. No shared responsibility, no gray zones.

And your role as founder changes, too. You’re no longer the problem-solver or troubleshooter. You’re the mentor. The sparring partner. The coach.

You help your leaders lead, without stepping in for them. You guide, support, and trust. You lead not by control, but by development.

Step 3: Transparent Measurement

Make progress visible. Use clear KPIs and review them regularly. Not opinions, facts!

That gives both you and your leaders clarity and confidence.

Step 4: Consequences

Good performance deserves recognition. Poor performance needs feedback and support.

But if someone consistently fails to deliver, you must act. Either help them grow or make a change.

That’s leadership. And yes, it’s hard especially when loyal people aren’t right for their roles anymore.

But avoiding the issue helps no one.

Step 5: The Ownership Mindset

Ownership means doing whatever it takes to fulfill your commitment.

Let’s take a simple example. A sales rep promises a customer to send an offer tomorrow. He’s waiting for missing data from a supplier, but the supplier doesn’t respond.

Most people now start active waiting. They tell themselves:

“I can’t do anything until the supplier answers.”

But someone with ownership thinks differently.

They pick up the phone. They call again. They find another contact. They look for a workaround.

Because what matters most is keeping the promise to the customer – not finding excuses why it couldn’t be done.

That’s the difference between “doing your job” and taking ownership.

The Long Road

This transformation doesn’t happen overnight. It takes time, structure, patience and consistency.

You need a clear plan, measurable KPIs, a strong leadership team and a culture that makes performance visible.

The entrepreneur I’m mentoring is right in the middle of that process. He’s learning to move from maker to mentor. From control to trust. From leading by doing to leading through people.

It’s not a quick journey. But it’s absolutely worth it.

So if you’re a business owner and you realize your company depends too much on you, ask yourself:

What needs to change so you can let go? And who in your team needs support to take more responsibility?

Because real leadership isn’t about doing everything yourself. It’s about making others strong.

And that’s the hardest, but also most rewarding change in entrepreneurship.

If this episode resonated with you, share it with another business owner who’s facing the same challenge.

And if you’d like to talk about your specific situation, send me an email at bernd@berndgeropp.com.

I’d be happy to discuss how you can move from doing to leading.

Today, we’re talking about something that causes unnecessary frustration, demotivation, and conflict in almost every company: misunderstandings in communication.

We’ll unpack:

• Why they happen so often – even when you think you’ve been crystal clear.
• How your intentions and your team’s interpretations can drift apart.
• And what you can do to prevent misunderstandings in your daily leadership.

Let’s dive in.

You told your employee exactly what to do.
They nodded.
A week later… things went wrong.

Sound familiar?

Here’s the hard truth:
Just because you said it doesn’t mean it was understood the way you intended.

One of the biggest leadership mistakes is assuming that “saying something clearly” equals “being understood clearly.”

But communication isn’t about what you say. It’s about what the other person hears and understands.

Let me give you a quick story.

A CEO I worked with once told his assistant:

“Let’s not do anything with this report for now.”

She thought:

“Okay, I’ll just leave it as is.”

He meant: Don’t share it with anyone until I’ve reviewed it again.

You can guess what happened. She shared the report and he was furious.

Neither of them had bad intentions. But the result? Frustration, blame, and extra work.
All because of assumed clarity.

The Communication Loop

To avoid misunderstandings, you need to understand the communication loop. It has four steps:

1. You think something.
2. You say or write it using your own words, assumptions, and tone.
3. The other person hears or reads it filtered through their own experiences, emotions, and interpretations.
4. They react based on what they understood, not what you meant.

That’s a lot of room for error.

So, how do you close the gap?

By taking responsibility – not just for what you say, but for what the other person understands.

As a leader, that’s your job.

The Power of Feedback Questions

Here’s one of the simplest but most powerful techniques to avoid misunderstandings:

Ask the other person to summarize what they understood.

Not in a testing way. But in a supportive, open way.

For example:

“Just to make sure I explained it clearly – how do you plan to approach this now?”

Or:

“Can you walk me through what your next steps would be, so we’re on the same page?”

This one move can save hours of rework, frustration, and blame.

It may feel awkward at first. But the more you do it, the more natural and appreciated it becomes.

Because your team wants clarity. They want to succeed. But they also don’t want to feel stupid by asking questions.

So make it easy for them.

Written vs. Verbal: Know the Risks

Another common cause of misunderstanding is the wrong communication medium.

If something is emotional, sensitive, or complex: Don’t write an email.
Speak in person. Or at least pick up the phone or jump on a quick video call.

Written messages lack tone. They lack body language.
And they’re easily misinterpreted.

Also: never give constructive criticism by email or chat.
That’s leadership suicide.

Use the right channel. Make things easy to understand.

My Bonus Tips to Avoid Misunderstandings

Let me wrap this up with a few practical leadership tips:

1. Use simple language.
   No business buzzwords. Just plain, everyday words.
2. Check for understanding, don’t assume it.
   Ask for feedback, paraphrasing, and next steps.
3. Be aware of emotions: yours and theirs.
   A stressed person won’t interpret things rationally.
4. Repeat key points.
   Not like a robot but reinforce what matters most.
5. Listen actively.
   The more you truly listen, the fewer misunderstandings you’ll cause.

So… next time you’re frustrated that someone “just didn’t get it” – take a moment to reflect.

Did they misunderstand you?
Or did you overestimate your clarity?

Because great leadership means not just talking but being truly understood.

And here’s the good news: You can learn these skills.

In fact, we go deep into exactly this kind of communication clarity in my brand-new Leadership Crash Course.

It’s a practical, step-by-step video course for first-time managers and business owners who want to lead with confidence and get things done without constant micromanagement or misunderstandings.

In todays podcast episode I’m sharing a conversation I had with Layla Pomper.

She is the founder of ProcessDriven and is an expert when it comes to building simple systems that actually work – especially for small businesses and growing teams.

In this interview, Layla shares powerful insights on how the right processes can reduce stress, create more freedom, and even increase creativity in your business.

If you’ve ever felt overwhelmed by daily operations or unsure where to start with building structure in your team: This episode is for you.

Layla on YouTube

Click here to find Layla on YouTube!

Today, we’re diving into a topic every leader thinks they handle well: Until real pressure hits: Staying calm when everything seems to go wrong.

Whether you’re dealing with a deadline, a disgruntled client or internal chaos, your ability to stay calm is what sets you apart as a leader.

Let’s explore why it’s hard to stay calm, what happens when you don’t and how to actually get better at it.

Why It’s So Hard to Stay Calm Under Pressure

Imagine this:

You’ve just arrived at work. Coffee in hand. You open your inbox and there it is: A furious email from a key customer.

They’re threatening to cancel the contract. Apparently, one of your team members missed a crucial step in a delivery and the customer’s angry.

In that moment, what do you do?

Do you fire off a panicked email? Do you storm into the team room and demand answers? Or do you freeze?

Most leaders go into reaction mode. And that’s natural but it’s also dangerous.

When our brain feels pressure, it activates our amygdala. That is the part responsible for our fight-or-flight response. Great for survival in the jungle. Terrible for leading a team.

Why Calmness is a Leadership Superpower

Let me give you an example from one of my clients: Sarah, she is a marketing agency owner.

Her team had just launched a campaign for a new client. It was a six-figure deal. A big one for her business. But there was a bug in the newsletter software and 10,000 customers got the wrong email. Worse, the client found out on Twitter.

The office was in chaos. People shouting across desks. Blame flying everywhere.

Sarah could have easily joined the panic. But instead, she stood up, raised her voice slightly and said:

“Take a breath. One thing at a time. We’re going to fix this.”

She calmly delegated tasks: one person to respond to the client, one to investigate the software glitch, one to monitor social media. Within 30 minutes, the situation was under control.

The client wasn’t thrilled but they stayed. Why? Because they saw that Sarah didn’t lose her head.

That’s leadership.

What Happens When You Don’t Stay Calm?

Let’s look at the flip side.

I worked with a managing director. His name is Mike. He was technically brilliant but had a short fuse. Anytime something went wrong, he’d get visibly agitated. He’d micromanage, point fingers, sometimes even slam doors.

His team got used to hiding problems. And when people hide problems, small issues turn into big ones. Eventually, a good employee quit without warning.

In the exit interview, they said:

“I couldn’t handle the pressure. Not from the job – from him.”

That’s the risk. When you, as a leader, don’t manage pressure well your team feels unsafe.

The Calm Leader’s Mindset

Let me offer a different picture.

Think of someone like a pilot.

Imagine boarding a plane, and the moment turbulence hits, the captain starts yelling into the intercom:

“Oh no! We’re in real trouble now!”

Not very comforting, right?

Now think of what pilots are trained to do: stay composed, follow procedures, focus on facts.

As a leader, you’re the captain of the business. Your calmness builds trust.

Practical Tips – How to Train Your Calm

So how do you actually learn to stay calm?

Here are five practical techniques, and I’ll give you examples for each:

1. Breathe – and slow things down

Before you react, take 3 deep breaths.

One of my clients keeps a sticky note on her laptop:

“Pause. Breathe. Lead.”

It’s simple – but it works. Especially before big meetings or tough conversations.

2. Buy yourself time

If someone throws a problem at you, don’t respond immediately.

Say something like:

“That’s important. Let me think about it for a moment.”

Or:

“I need 10 minutes to check a few things before we decide.”

This isn’t avoidance. It’s smart leadership.

3. Prepare for pressure before it happens

Elite athletes don’t just train for performance. They train for pressure. You can, too.

Think of scenarios that might go wrong. Practice how you’d respond. Even just mentally.

For example: What if your biggest customer demands a discount? What if your top employee quits?

By rehearsing, you reduce emotional shock when it actually happens.

4. Get support – Don’t isolate

A business owner I coach has a rule: Whenever he feels overwhelmed, he talks to his co-founderr, even if it’s just to vent.

Staying calm doesn’t mean being a stoic robot. It means knowing how to channel your emotions productively.

5. Reframe setbacks

Start viewing problems not as threats but as puzzles.

One of my clients says whenever something goes wrong, he repeats this to himself:

“This is interesting. What can I learn here?”

It sounds cheesy, but this mindset shift changes how you feel about challenges.

Calm is Contagious

Here’s the thing:

If you’re calm, your team stays calm. If you panic, they panic.

You are the emotional thermostat.

A calm leader is not someone who never feels stress. It’s someone who doesn’t let stress drive their behavior.

Calm Leaders Create Strong Cultures

Calmness doesn’t just help in moments of crisis. It defines your company culture over time.

If your team knows that they won’t be blamed or punished for every mistake, they’ll be more honest. They’ll bring up problems earlier. And that saves time, money, and people.

Today, we’re going to flip the leadership conversation on its head.

Because when people ask me:

“Bernd, what makes someone a great leader?”

I don’t start by talking about charisma or vision or some magic leadership formula.

Instead, I ask them a different question:

“What makes someone a good employee?”

Let’s start there.

What is a good employee?

Now think about it for a second.

If you had to describe your best employee: What would you say?

Most people answer something like this:

• “They take responsibility.”
• “They show up prepared.”
• “They communicate clearly.”
• “They don’t make excuses – they solve problems.”
• “They go the extra mile when it’s needed.”

Sound familiar?

We all love employees like that.

But here’s the twist:

Everything you just said – that’s also what your employees want from you.

Great Leader

They want a leader who takes responsibility.

Who communicates clearly.

Who doesn’t make excuses and who follows through.

If you’ve ever said

“I wish my people were more proactive.”

Here’s a tough truth:

Maybe they’re just reacting to your level of clarity, structure, or consistency.

Let me tell you about a client of mine. Let’s call her Rebecca.

Rebecca managed a team of ten in a logistics company. She was sharp, experienced, and had high standards. But she kept complaining that her team wouldn’t make decisions on their own.

“They always come to me with the small stuff.”

She said.

So we reviewed her communication style. And we discovered that whenever someone did make a decision, she often corrected them.

Not harshly, but enough to signal:

“Next time, check with me first.”

Without realizing it, she had trained her team not to take initiative.

So if you want your employees to take ownership – ask yourself:

“Do I give them the space and the trust to do it?”

It starts with you.

Lead by example – or don’t lead at all

Here’s the thing: You are always setting an example. Whether you want to or not.

Your employees watch how you handle stress.

They notice how you speak about other departments.

They see when you show up – and when you don’t.

They notice if you keep your promises – or only when it’s convenient.

That’s why good leadership always starts with self-awareness.

If you’re frustrated that people on your team are unprepared, disorganized, or passive: Take a step back and ask:

“Where might I be modeling that behavior?”

Because people copy what they see, not what you say.

One of my favorite quotes is this:

“Your team is your mirror. If you don’t like what you see start by looking at yourself.

Latest after 2 years you have exactly the employees you deserve.”

Set clear expectations and hold people accountable

A good employee follows through. They know what’s expected – and they deliver.

So what’s the leadership parallel?

Simple.

A good leader makes expectations clear and follows up consistently.

Too often, leaders fall into one of two traps:

1. They expect their team to “just get it” without clear instructions.
2. Or they’re afraid of confrontation. So they tolerate low standards.

Both approaches damage trust and performance.

Imagine this: You ask your team to be on time for meetings.

But then you show up five minutes late – every time.

Or worse, someone is always late, and you say nothing.

What message does that send?

What you allow is what you encourage.

So: Be clear. Be consistent. Be fair.

That’s how trust is built.

And when there’s a problem, address it early. You don’t need to be harsh. You need to be honest.

That’s leadership.

Support your team – don’t overshadow them

Let’s go back to our original question again. A good employee is someone who helps the team succeed – not just themselves.

That’s also true for good leaders.

The job of a leader is to make others successful.

You’re not the hero. You’re the coach.

You don’t need to know everything. You need to create an environment where others bring their best.

Give them clarity. Give them feedback. Give them space.

Think of it this way:

You win when your people win.

Integrity over image

Employees want to work for someone they can trust.

That means: You say what you mean and you do what you say.

It also means that you stand for something. That you don’t throw your team under the bus when things go wrong. That you give credit and take responsibility.

Here’s a story I’ll never forget:

A CEO I once worked with – let’s call him David – made a public mistake in front of his entire leadership team.

And the next morning, he called a meeting. Not to explain it away. Not to point fingers.

He simply said:

“I got that one wrong. That’s on me. Here’s what I learned. Here’s what I’ll do differently.”

The respect in that room tripled.

That’s integrity. And that’s leadership.

Conclusion

Let’s wrap this up.

If you want to become a great leader, don’t overthink it. Just ask yourself:

“What would I expect from a great employee?”

Then, live that. Model it. Be the example.

You’ll be amazed how quickly your team steps up.