podcast Archives

LME 053 – Going Global: How German SMEs Can Succeed in the U.S.

If you’ve been listening for a while, you’ll notice that today’s episode is a little different.

Usually, we focus on how to lead people more effectively – how to build stronger teams, improve communication, and navigate leadership challenges in everyday business life.

But today, we’re zooming out and looking at strategy – specifically: what does it take for a successful small or mid-sized company to expand internationally?

Expanding into the US market

Brian Creager

My guest is Brian Creager, an experienced business leader and a longtime friend of mine. Brian is American, but not your typical one – he’s worked extensively in Europe, understands the German Mittelstand, and knows both sides of the Atlantic business world inside out.

In our conversation, we focus on what German companies should know when considering a move into the U.S. market – the opportunities, the risks, the misunderstandings, and the smart first steps. But even if you’re not from Germany, and even if you’re not targeting the U.S., the principles we discuss about understanding product-market fit, adapting to culture, and taking calculated steps into a new market. These points are relevant for any small business owner thinking about international growth.

Also important to mention: our conversation took place before the latest round of tariff discussions. But if you’re offering services, as Brian points out, tariffs really aren’t an issue.

This episode is packed with practical advice from someone who has guided companies through this process for decades.

Let’s dive in.

Key Points

1. The U.S. Market: Big, Homogenous – but Not One-Size-Fits-All

Brian emphasizes that while the U.S. may appear more uniform than Europe, its size and regional differences can surprise newcomers:

The U.S. is geographically and economically massive.
Regional differences in consumer behavior, distribution, and preferences still matter.
It’s easier to sell across all 50 states than across multiple European countries — but only if the business understands local nuances.

2. Product-Market Fit Comes First

One of the biggest mistakes companies make is assuming that what works in Germany will work the same way in the U.S. It won’t – at least not without adjustments.

Companies need to understand how their product is used in Germany vs. how it might be used in the U.S.
There’s no one-size-fits-all formula – success depends on tweaking, adapting, and sometimes reinventing.
Product-market fit is the foundation – without it, nothing else will work.

3. Why Services Are the Easier Entry Point

Brian makes a key point: if you’re offering services, you’ll avoid many of the common barriers:

No import regulations, no shipping or logistics issues.
No tariffs – and this remains true even after recent tariff discussions (which weren’t included in this interview).
You can start lean – sometimes without even forming a U.S. legal entity.

4. Strategic Entry: Start Small and Learn First

Expanding internationally doesn’t mean going all-in from day one. Brian’s advice:

Attend trade shows and conferences where U.S. companies are present (first in Germany, then in the U.S.).
Start conversations and gather information.
Look for signs of interest and understand how Americans approach purchasing decisions.
Don’t exhibit at first – just walk the floor, talk to people, and learn.

5. Distribution: Know the Differences

Many European companies assume distribution will work similarly in the U.S. – not always true:

In Germany, technical distributors often provide support and service.
In the U.S., wholesalers often just “move boxes,” and manufacturers handle technical support directly.
Understanding the channel logic of your industry is essential to avoid missteps.

6. Legal Setup is Easier Than Expected

Setting up a U.S. company sounds intimidating – but it’s simpler than in Germany:

You can form an LLC in most states for under $200, often within minutes.
But you don’t even need a company at first – just apply for a U.S. taxpayer number (ITIN) and open a U.S. bank account.
Make it easy for American customers to pay you in USD.

7. Cultural Intelligence is Crucial

Communication is not just about language – it’s about understanding norms:

Americans are typically more polite and optimistic in their tone than Germans.
Business culture is more informal but also fast-paced – people expect prompt follow-ups.
A “no” doesn’t always mean “never” – it might just mean “not now.”
In-person contact is still very powerful – especially for building trust and partnerships.

8. Don’t Underestimate or Overestimate the Opportunity

Brian warns of two traps:

Underinvesting: not committing enough resources to break through the noise.
Overinvesting: spending too much before validating the opportunity.
His recommendation: walk before you run. Start lean, gather market intelligence, then scale.

9. How Brian Supports German Businesses

Brian offers personal, practical support:

He starts with a conversation to understand your business and your product.
He helps assess product-market fit, explore initial opportunities, and craft a go-to-market plan.
He can even join you on your first trip to a U.S. trade fair – helping you navigate culture, language, and strategy on the ground.

Get in Touch with Brian

callbrian.vip/geropp

Brian Creager

LME 052 – Stop Throwing New Managers Into The Deep End

Today’s post is all about onboarding new managers and why it so often goes wrong.

Let me ask you this: Would you just install and hope for the best if you were putting €100,000 into a new machine for your company?

Of course not.

You would review every detail.

You would make sure it integrates into your processes. You would train your personnel. You would work out exactly how to achieve the best return on your investment.

And yet… many companies bring in a new manager: A person responsible for leading a team, making big decisions, and shaping the company culture and they barely prepare them at all.

That’s a problem. And that’s what we’ll unpack today.

Why does onboarding managers matters?

Hiring a manager is a big investment. When it goes wrong, it doesn’t just waste time and money it affects the whole team. Productivity declines. Good people leave. And, often, high performers leave first, because they won’t work for bad leaders.

Worse, one out of three new managers crashes and burns within the first year. Either they lose their jobs, or they just get stuck and never really come into the job.

Now how can we avoid that

We need a real onboarding process for managers. Let’s take a look at what typically goes wrong and how you can fix it.

Problem 1: Expectations are unclear

Most new managers don’t really know what’s expected of them. Sure, they have a job title. But what KPIs are they responsible for? What leadership style is expected? How much freedom do they actually have?

If you’re the business owner or their supervisor, take time – ideally on day one – to have a deep conversation.

Share your business vision, how you work, and where the company stands currently. Talk about expectations. What are your top priorities? How do you prefer to be updated? What style of communication works best?

And don’t stop there. Meet regularly – at least weekly at the beginning. Trust is built over time. One-on-ones are where real onboarding happens.

Problem 2: The team doesn’t trust the new manager

Especially if the new leader is an outsider to the firm, employees can be skeptics. They might fear gratuitous change or that this person doesn’t understand the culture.

Here’s what works: The new boss must sit down with each member of the team individually. And more than talk – listen. Ask questions like:

What’s your job?

What are you proud of?

Where do you think there’s room for change?

What do you need from your manager?

When they are being listened to, employees start to trust.

Problem 3: No onboarding resources

The majority of managers must figure everything out for themselves—tools, processes, who’s who – because there is no official onboarding. Sometimes there is not even a good handover from the previous manager.

You can fix this by assigning a mentor – someone at the company who knows the ropes and can give answers and background. That assistance makes a huge difference in that first 3 to 6 months.

Problem 4: Unrealistic expectations from the top

The majority of business owners expect the new manager to hit the ground running. But leadership doesn’t function that way. They need to learn the team, build trust, and grow into their new role – especially if it’s their first leadership position.

Give them space to learn.

And here’s one tip you can pass along to them: recommend that they keep a leadership diary during the first 90 days. It’s a great way to reflect on what’s working and what needs to shift.

Problem 5: No leadership training

In many small businesses, leadership is treated like common sense

“You either have it or you don’t.”

That’s a dangerous myth.

Just because one was a great specialist that doesn’t mean he or she know how to manage.

If you never learned how to delegate, give feedback, or develop your people – you will hurt. That’s why leadership needs to be taught. It’s no longer a luxury. Not in today’s job market.

The solution: Give your new managers a proper kickstart.

Leadership Crash Course

Our Leadership Crash Course gives your new managers everything they need to lead with confidence, clarity, and impact – right from day one.

In just a few weeks, they will learn:

How to delegate effectively
How to hold one-on-one meetings that truly engage your team
How to give feedback that motivates, not frustrates
And how to build trust and accountability without micromanaging

This isn’t theory. It’s practical, proven leadership for real-world results – designed especially for new managers in small and medium-sized businesses.

🔗 Get early access and our best price here!

Don’t wait to help your managers to become the leader your team deserves.

Final Thought:

Let’s stop making leadership an afterthought. You wouldn’t put six figures into a machine without a strategy. Why take a chance on your leaders?

As Jack Welch once said:

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”

LME 051 – The Power of One-on-Ones

Today, we’re diving into a simple, yet incredibly powerful leadership tool that many overlook: One-on-Ones.

Now, if you just thought

“Oh, I do those once a year in the annual review.”

Well, then you’re exactly the person who should stay tuned. Because that’s not what I’m talking about.

One-on-Ones are not about performance reviews or salary discussions. They are not about project updates or status meetings either.

Instead, they are about building trust, offering support, exchanging expectations, and staying connected to your people in a meaningful way.

Why One-on-Ones Matter

Let me share something I’ve observed in countless leadership trainings and workshops with CEOs, team leaders, and department heads:

Many tell me,

“Of course, I talk to my people all the time! At the coffee machine, in the hallway, during car rides.”

Sure. But let’s be honest – those are not the same. Those are “by the way” conversations, mostly about day-to-day operations and urgent issues.

One-on-Ones are different.

They are scheduled, intentional, and focused on the important, not just the urgent. They’re about the relationship, about helping your team grow, and about staying aligned.

In fact, skipping regular One-on-Ones is one of the biggest reasons why leaders get blindsided. Have you ever been shocked when a top performer quits? Often, the signs were there – you just weren’t having the conversations to notice them.

What to Talk About

So, what exactly happens in a good One-on-One?

It’s not rocket science, but it does take care. Here’s a simple structure that works well:

The Employee’s Time (10 minutes)
Give them space to bring up their issues, thoughts, or ideas. What’s on their mind?
Your Topics (10 minutes)
Share feedback, update them on company goals, ask for input on changes.
Looking Ahead (10 minutes)
Discuss what’s coming up. Align on priorities. Summarize agreements.

Of course, this isn’t rigid. But having this loose framework keeps you both focused.

Also: Make sure the employee speaks more than you do. This is their time with you.

How Often and How Long?

A good starting point is weekly 30-minute conversations. Yes, I know, that sounds like a lot.

But let’s do the math: Even if you have 7 direct reports, that’s only about 3.5 hours a week. Not even 10% of your working time.

Considering the benefits — stronger relationships, better alignment, higher engagement, fewer surprises – this is a fantastic return on investment.

And if weekly feels too intense after a while? Move to every two weeks. The key is consistency. Skipping them “just this once” can easily become a habit.

How to Start

Introducing One-on-Ones, especially if you’ve never done them before, can feel awkward. My advice? Keep it simple and honest:

“I’d like to introduce regular One-on-Ones so we can focus more on your needs, your goals, and stay better connected.”

Then, to start each meeting, use simple openers like:

“How are things going for you right now?”
“What’s your biggest challenge at the moment?”
“Is there anything I can do to support you better?”

Your job in that moment is to listen. Really listen.

Final Thoughts

Leading means making space for what matters. And what matters most? Your people.

One-on-Ones aren’t magic. But they create the space where magic can happen. Where trust is built, ideas are shared, frustrations are aired, and people feel seen and valued.

If you don’t already have regular One-on-Ones in your leadership routine, I encourage you: Make them a habit.

Start this week. Block time with each of your team members and make One-on-Ones part of your leadership routine.

To make this even easier, I created a practical One-on-One blueprint for you. It includes a simple Checklist to make one-on-ones easy for you.

It’s free and will help you prepare, structure, and make the most out of each one-on-one conversation.
Just click here!

LME 050 – The First 100 Days As A Leader

Today, we’re talking about a game-changing moment in any leader’s career: your first 100 days in a leadership role.

Whether you’re stepping into leadership for the first time or transitioning to a new team, those early days are crucial.

In this episode, I’ll walk you through practical strategies and share real-life stories to help you hit the ground running and set yourself—and your team—up for long-term success.

Why the First 100 Days Matter

Let me tell you a story. A friend of mine, Laura, was recently promoted to a team leader position. She was thrilled but also anxious. On her first day, she dove straight into fixing problems and setting up new processes.

Within a month, her team was frustrated. They felt unheard, and Laura was overwhelmed. She told me in private, “I thought jumping in and solving everything would prove I was capable, but now it feels like I’ve lost the team’s trust.”

Laura’s mistake? She skipped the most critical part of the first 100 days: building relationships and understanding the landscape. These first few months aren’t about fixing everything—they’re about learning, connecting, and setting a foundation for success.

Start with Clarity: Understand Expectations

One of the first things you need to do as a new leader is clarify expectations—not just your own, but those of your boss, your team, and the organization.

Example: Aligning with Your Boss

I remember coaching a manager, Tom, who started a new role at a fast-growing startup. He assumed his top priority was optimizing processes. But during his first one-on-one with the CEO, he discovered that the company’s real focus was on rapid hiring. Had Tom not clarified this early, he might have spent weeks on the wrong priorities.

When you meet with your boss, ask questions like:

What does success look like in my role?
What are the top three priorities for the team this quarter?
What challenges should I be aware of?

This conversation ensures you’re aligned from day one.

Build Relationships with Your Team

Leadership is fundamentally about people. In your first 100 days, your most important job is to build trust with your team.

The Power of Listening

I once worked with a new manager, Sarah, who inherited a team struggling with morale. Instead of jumping into action, she spent her first two weeks conducting one-on-one meetings. She asked questions like:

“What do you enjoy about your work?”
“What frustrates you the most?”
“What do you think this team could achieve if everything clicked?”

By simply listening, Sarah uncovered hidden issues and ideas. Her team felt heard, and she earned their trust—without making a single change.

Communicate Your Vision

Imagine this: You’re on a ship, and the captain says, “We’re heading somewhere great—but I’m not sure where or how long it will take.” Would you feel confident? Probably not.

As a leader, your team looks to you for direction. While you don’t need a fully fleshed-out plan in your first week, sharing an initial vision can inspire confidence.

Example: Sharing Your Why

When I started leading my first team, I told them:
“My goal is to create an environment where everyone feels empowered to grow and where we achieve results together.”

This wasn’t about specific tactics—it was about setting the tone for the kind of leader I wanted to be and the kind of culture I hoped to build.

Establish Credibility Through Action

Your team will evaluate you based on your actions, not just your words. Credibility is earned by showing up consistently and following through on commitments.

Example: Delivering on Small Promises

A colleague, Marcus, once shared how he built trust with his team by acting on small issues first. During his first month, team members raised concerns about outdated tools. Marcus secured funding for upgrades within weeks.

“Fixing the tools wasn’t groundbreaking,” he told me, “but it showed my team I was listening and willing to act.”

Small wins like these can build momentum and establish you as a leader who delivers.

Balance Quick Wins with Long-Term Goals

Quick wins are important, but don’t let them distract you from the big picture.

A Cautionary Tale

I recall working with a leader, Jake, who focused exclusively on short-term fixes in his first 100 days. While he earned initial praise, his team felt directionless because he neglected to set long-term goals.

The takeaway? Use your first 100 days to address immediate needs and lay the groundwork for sustained success.

Common Pitfalls to Avoid

Let’s talk about what not to do in your first 100 days:

Trying to Be Everyone’s Friend: Your job is to lead, not to win a popularity contest. Focus on respect, not likability.
Overcommitting: Don’t try to solve every problem at once. Prioritize and pace yourself.
Ignoring Culture: Remember, it’s not just what you do—it’s how you do it. Align your actions with the team’s values and culture.

A Special Resource for First-Time Leaders

If you’re navigating your first leadership role—or preparing for one—I have exciting news! In April, I’m launching the Leadership Crash Course, designed to help new leaders succeed in just 30 days.

The course includes:

Proven strategies for building trust and influence.
Tools to set clear priorities and navigate tough conversations.
Real-world insights from my own leadership journey.

Sign up today at berndgeropp.com/VIP to join the waitlist and secure access at an exclusive introductory price. This is your chance to accelerate your growth and lead with confidence.

Closing Thoughts

The first 100 days as a leader set the stage for everything that follows. By focusing on clarity, relationships, and balanced progress, you can make a lasting impact.

Thank you for tuning in to Leadership Made Easy! If this episode resonated with you, please share it with a colleague or leave a review.
Don’t forget to sign up for the Leadership Crash Course at berndgeropp.com/VIP .

Until next time, lead with purpose and inspire your team to greatness.

LME 049 – Best Team Ever – Interview with David Burkus

Today I’m excited to welcome a very special guest — David Burkus.

David is one of the world’s leading business thinkers and the author of several bestselling books, including Best Team Ever.

In this episode, we dive into the practical strategies small and medium-sized business owners can use to build high-performing teams – without big budgets or complex systems.

David shares powerful and practical strategies for building high-performing teams – especially in small and mid-sized businesses.

Discover:

The 3 key elements every great team needs
Why most team-building efforts fail
A free and surprisingly effective exercise to build team trust and clarity

From establishing clarity and trust to hiring for values (not clones!) and letting go of being the bottleneck, David shares simple, actionable advice that can make a huge difference in how your team performs – and how your business scales.

Check David out here:

Website:
https://davidburkus.com/
YouTube:
https://www.youtube.com/@DavidBurkus

LME 048 – Debunking 7 Leadership Myths That Hold You Back

Today, I want to talk about something that quietly shapes the way many managers lead—without them even realizing it.

We’re diving into seven common leadership myths that sound reasonable… but can seriously limit your effectiveness if you buy into them blindly.

Let’s get into it.

Myth #1: “You have to be authentic—always!”

Authenticity is important. No doubt. But it’s often misunderstood.

Some people take it to mean, “Just be yourself,” or “Don’t fake anything.”

So they show up to work in a hoodie when everyone else is in business casual. Or they let their anger show during a team meeting because—hey—that’s “being real,” right?

But that’s not the kind of authenticity we’re talking about.

True authenticity means knowing yourself – your values, your strengths, your blind spots – and showing up in a way that’s aligned with that.

It also means understanding the role you’re in and adjusting your behavior to fit the context, without betraying your core values.

Let’s say you’re naturally introverted but you’re leading a team meeting. You don’t need to suddenly become Tony Robbins – but you do need to lead in a way that connects with your team and gets the job done. That’s authentic too.

Bottom line:
Authenticity isn’t an excuse to be reactive or inappropriate. It’s about showing up as your best self in a way that fits the situation.

Myth #2: “You have to motivate your team!”

This one’s tricky.

Of course we want motivated employees. But the real question is: Can you actually motivate someone else?

If your team is doing repetitive, mind-numbing work, maybe you do need to keep the energy up. But in most modern workplaces, we hire people for their ideas, initiative, and problem-solving.

Those people are usually already motivated – on day one.

What kills that motivation? Micromanagement, bureaucracy, pointless meetings, and leaders who don’t trust their team.

So here’s a better way to look at it:

👉 Don’t focus on motivating your people. Focus on not demotivating them.

Create an environment where people can do meaningful work, take ownership, and get better at what they do. That’s where real motivation comes from.

Myth #3: “Trust is better than control.”

Trust is essential. Without it, you’re doomed to micromanage and burn out. But total hands-off trust can also go wrong.

Even if you trust someone completely, you still need to review results now and then. Not to micromanage – but to give feedback, stay aligned, and uphold accountability.

Let’s say you lead a remote marketing team. You don’t need to know when they start work each morning. But you do need to check if campaigns are on track and results are coming in.

Rule of thumb: Trust the process – check the outcomes.

Myth #4: “Always use the sandwich method when giving feedback.”

You’ve probably heard this before: Start with something positive, then deliver the criticism, and end with something nice.

Sounds good, right?

But here’s the problem: Most people can see right through it.

It can come across as fake, formulaic, or even manipulative. Worse, it often dilutes the actual feedback – so people walk away unsure what the real message was.

Instead, be direct and respectful. Focus on what needs to change and why it matters. You can – and should – be kind. But don’t hide your point in a soft bun of compliments.

Myth #5: “Never disagree with your boss in public.”

Generally, that’s good advice. No one wants to be called out in front of others—especially not your boss.

But there are two exceptions where you must break this rule:

If your boss unfairly criticizes someone else publicly.
You need to step in and stand up for your team. Respectfully – but firmly.
If your boss is about to make a major, embarrassing mistake –
like giving incorrect info in a public presentation that could harm their credibility. If you can save them from that, they’ll thank you later.

Use tact, of course. But courage matters. Leadership isn’t about always playing it safe.

Myth #6: “Leaders must be serious to be respected.”

Here’s a belief I see way too often:

“If you laugh too much, people won’t take you seriously.”

That’s just not true.

Humor is one of the most powerful leadership tools you can use.

It builds connection, eases tension, and fosters creativity. Some of the best leaders I’ve met use humor to unlock their team’s best thinking.

Important note: I’m talking about healthy humor – not sarcasm or mocking people. Laugh at yourself. Bring some levity to the workday.

People will remember how you made them feel.

Leading with humor = leading with humanity.

Myth #7: “Great leaders are born, not made.”

Let’s bust this once and for all.

Leadership is a skill. And like any skill, it can be learned.

Sure, some people have natural charisma or confidence. But real leadership isn’t about traits – it’s about behavior.

You can learn how to give feedback. You can learn how to have hard conversations. You can learn how to align a team around a goal. It takes work – but it’s doable.

The real question isn’t can you lead? It’s do you want to?

LME 047 – My Personal Learnings From The Past 3 Weeks

Today I want to take you on a very personal journey through the past three weeks – three weeks packed with impressions, encounters, and entrepreneurial experiences.

I spent a week working in India, had a strategy workshop with my team in the Netherlands, hosted our biggest-ever mastermind weekend, and just this week, I was invited to the AppleTalks event in Berlin.

What made it even more remarkable: While I was constantly on the road, my team back home kept everything running smoothly and independently.

This episode isn’t about tools or frameworks – it’s about personal insights and reflections. Let’s dive in.

India: Global Relevance and Personal Confirmation

Let me start with my trip to India. How did that happen?

About 20 years ago, while working as a manager for the Schaeffler Group, I met an Indian engineer named Joby in Dubai. He was working for a local distributor at the time and wasn’t too happy there. I actually tried to recruit him for my service team – but unfortunately, it didn’t work out.

Instead, Joby went on to build his own company, offering technical services and engineering solutions in the UAE and Saudi Arabia.

Inspiring Entrepreneur Joby A.L.

We reconnected in 2019 at a networking event in Germany, and he invited me to Dubai to help him define his business vision and strategic goals. It was a successful project – but then the pandemic hit, and we lost touch for a while.

Business Vision Synergy

Earlier this year, he reached out again. His company now has over 200 employees across India and the Middle East, and he asked for my support in helping him build a structure that doesn’t rely on him being involved in everything – in short: working on his business, not in it.

This is exactly what I help small and medium-sized business owners do through my Leadership Intensive Mentoring Program here in Germany.

So, I boarded a plane to Kerala, India.

Pro tip:

If you ever plan to work in India – you’ll need a special business visa. You can apply for it online, which is convenient… unless, like me, you forget to print it.

At the airport, I almost couldn’t check in because I only had the digital version. Thankfully, I found someone who printed it for me – for 5 Euros.
Welcome to digital life in 2025, right? At least we no longer need fax machines.

Workshops and Keynote

In addition to the internal trainings I did for Joby and his team, I also had the chance to speak in front of a group of Indian entrepreneurs.
And to be honest, I was nervous.

I wasn’t sure if my thoughts on entrepreneurship and leadership would resonate in that context.
But it turned out – their challenges are incredibly similar to what I see here in Germany.

Most of them are stuck in the daily grind of their business and struggle to step out and lead strategically.

The discussions after my talk were engaging and insightful – and what followed was even more exciting: new opportunities. Not just with Joby, but with other entrepreneurs from India, Dubai, and potentially even Saudi Arabia.

And I must say: that made me incredibly happy.
I’ve been thinking for years about how to make my work more international – not just because of the business potential, but also because I simply enjoy traveling and the inspiration it brings.

What did I learn?

Entrepreneurial challenges are universal.
Trust, clarity, and responsibility – they’re relevant everywhere.

But more than anything, I was deeply impressed by the people I met.
Highly motivated, curious, and hungry to learn.

I saw startups in AI, restaurant platforms, even businesses supporting people with dementia.

The India I remembered from 20 years ago no longer exists. There’s so much movement and change.
And what stood out most wasn’t just the number of ideas – but the drive and vision behind them.

Many of these entrepreneurs are already backed by U.S. venture capital.
They’re not just dreamers – they’re doers. And they’re serious about scaling globally.

Let’s put that in perspective: There are 1.3 billion people in India.
Even if only a small percentage have that entrepreneurial mindset and energy, it’s clear: Global competition is rising.

Meanwhile, here in Germany, we’re discussing four-day workweeks, public service jobs with full pension security, inflation compensation, and maximum vacation days.
Let’s be honest: That mindset won’t be sustainable in the long run.

There are so many bright, driven people around the world who are ready to work hard, take risks, and build companies.
And we need more of that spirit here too – or we risk falling behind.

My Team: From Delegation to Ownership

One thing that gave me a lot of joy during my time in India: My business back home kept running – not just adequately, but really well.

Geropp Leadership Team

Alex in marketing, Ersin in sales and coaching, and Simone handling event management – they each took full ownership of their areas.

They didn’t wait for approvals. They made decisions. They led.

I’ve said it before, and this trip confirmed it once again:
I’m no longer needed in many day-to-day operations – and that’s exactly how it should be.

Because that gives me the freedom to work on what truly matters.

Mastermind Weekend: Real Connection Between Entrepreneurs

Back in Germany, we held our biggest mastermind weekend yet – with 24 entrepreneurs. And something about this group felt especially powerful.

Leadership Intensive-Mastermind Weekend

These weekends thrive on open exchange, peer dialogue, and respectful conversations – whether during the hot seats, the breaks, or over dinner.

One participant said something that stuck with me:

“No one walks into their CEO’s office and says, ‘You’re doing a great job.’ But in this room, that’s exactly what happens.”

That kind of honest, positive feedback is rare – and it creates a strong bond.

We also had two fantastic expert talks:
– Isabel García gave a humorous and insightful keynote on authentic communication.
– Benedikt Stentrup spoke about business succession – not just as a speaker, but also as one of the very first members of our Leadership Intensive Mentoring Program.

My takeaway:
When we create a safe, trusted space – true growth and transformation become possible.

AppleTalks Berlin: The Power of Real Encounters

AppleTalks in Berlin

The next day, I was invited to AppleTalks in Berlin – an event for podcasters and content creators.
We exchanged ideas about tech setups, discoverability, and the future of podcasting.

And again: What stood out most wasn’t the content – it was the connection.
The human interaction.

My takeaway:

Real insight doesn’t come from slides – it comes from people.

After years of online events and Zoom fatigue, it feels good to get back out there. Networking, traveling, being in the same room – it’s not a luxury. It’s essential.

So if there’s one thing I’d love for you to take from this episode, it’s this:

👉 Go out.
👉 Connect.
👉 Say yes to opportunities – and meet people where they are.

Because that’s where real growth happens – in business, in leadership, and in life.

LME 046 – Help! My Boss Is Terrible – What Can I Do?

Today, we’re tackling a big topic: What should you do if you have a bad boss?

Most people don’t quit companies—they quit their managers.

Studies like Gallup’s annual workplace survey have shown that the majority of employees are disengaged, and a key reason is poor leadership.

But what does it actually mean to have a “bad boss”? Is your boss truly terrible, or is there something else going on? And more importantly—what can you do about it?

Let’s break it down.

Four Types of Bad Bosses

Not all bad bosses are the same. Based on my experience coaching leaders and working with teams, I’ve categorized them into four types:

The Overly Demanding Boss
- Always pushing for more.
- Thinks 60-hour workweeks are normal.
- Insists on unnecessary changes.
The Incompetent Boss
- Doesn’t understand the business.
- Makes poor decisions.
- Avoids accountability.
The Emotionally Clueless Boss
- Has zero empathy.
- Can’t read the room.
- Says things like: “Are you always this slow?”
The Toxic Boss (aka The Psychopath)
- Manipulative and cruel.
- Enjoys seeing people struggle.
- Creates a culture of fear.

We’ll go into these in more detail, but let’s start by flipping the question: Is your boss actually bad? Or do they just challenge you in ways you don’t like?

Is Your Boss Really That Bad?

Before we jump into solutions, take a step back. Ask yourself:

Do I have all the information to judge my boss fairly?
Is it possible they’re dealing with pressure I don’t see?
Am I reacting emotionally instead of strategically?

Sometimes, bosses seem incompetent when they actually have a bigger picture in mind. For example, imagine your boss suddenly bans vacation requests for a month.

You might think,

“What a power-hungry control freak!”

But maybe they know the company is being evaluated for a merger, and they need the department to be fully operational to secure everyone’s jobs.

Of course, not every bad boss has good intentions. So, how do you deal with them? That’s where the three options come in.

Your Three Options: Love It, Change It, or Leave It

When dealing with a bad boss, you only have three real choices:

Love it – Accept the situation and find ways to make it work.
Change it – Find strategies to improve your relationship with your boss.
Leave it – If all else fails, move on.

Let’s dive into changing it—because leaving should be the last resort, not the first reaction.

How to Handle a Difficult Boss

If you’re struggling with an incompetent, demanding, or emotionally clueless boss, here are five strategies to help:

Change Your Mindset

Assume your boss isn’t deliberately trying to make your life miserable.
Realize that they might be struggling with their own challenges.
See their weaknesses as opportunities for you to step up.

Help Your Boss Without Them Realizing It

If they’re bad at time management, proactively send summaries of meetings.
If they struggle with decision-making, provide clear options to make choices easier.
If they lack empathy, gently highlight team concerns in a way that makes them look good for addressing them.

Build a Stronger Relationship

Focus on improving communication, not fixing their personality.
Ask thoughtful questions:
- “What’s the biggest challenge you’re dealing with right now?”
- “How can I help make your job easier?”
If they feel like you’re on their side, they’ll be more likely to listen to you.

Be Strategic With Feedback

Don’t confront them in public—always address issues privately.
Time your feedback carefully. If your boss is stressed, they won’t listen.
Use the “compliment sandwich”: Start with a positive, give your feedback, and end with a solution.

Stay Professional—Even When They’re Not

Never badmouth your boss to colleagues. Gossip always finds its way back.
Keep your emotions in check. If they yell, don’t yell back.
If they cross serious ethical lines, document everything and escalate appropriately.

What If Nothing Works?

If you’ve tried everything and your boss is still making your work life miserable, you have a decision to make. Either:

Try transferring to another department.
Start networking and looking for a better job.
Or—if you’re entrepreneurial—consider working for yourself.

The key takeaway?

You have options. The worst thing you can do is stay stuck, complaining without taking action.

Conclusion

Dealing with a bad boss is tough, but it’s also an opportunity to grow as a professional.

You might not be able to change them—but you can always change how you handle the situation.

Which strategy will you try first? Let me know! And if you found this episode helpful, share it with someone who needs to hear it.

Before you go, I’ve got something special for you!

Everything we’ve covered today – time management, delegation, setting priorities – is exactly what we work on in the brand-new Crash Course Leadership.

It’s a step-by-step system designed to help you become a confident and effective leader, while also regaining control over your time and workload.

And here’s the deal:

If you join the VIP list now, not only will you get the best price on the course, but you’ll also get access to an exclusive Live Online Masterclass – only for VIP members who join the program.

This masterclass will give you direct access to me, where I’ll answer your biggest leadership challenges and help you apply what you learn even faster.

But this bonus is only for those on the early access list – so don’t miss out!

Sign up now at berndgeropp.com/vip and secure your spot.

LME 045 – Time For What Really Matters

If you’re a leader, you probably know the feeling:

Another week has flown by, and you’ve barely managed to tackle the essentials of your daily workload. The to-do list keeps growing, your inbox overflows with emails, and your calendar is packed with back-to-back meetings.

Everyone—your boss, your team, your clients—demands your attention.

Meanwhile, that crucial one-on-one meeting with your key employee? Postponed for the third time. The strategic plan for your department? Still untouched.

You barely have time to think, let alone focus on what truly matters. And it’s not just work. Your personal life suffers too. When was the last time you exercised? Spent uninterrupted time with your family? Even when you’re home, your mind is still at work.

Your spouse says,

“You’re always working. You never have time for us.”

Why Does This Happen?

Simple: There’s always more work to do.

You’re running on a hamster wheel, going faster and faster but never arriving anywhere.

Be honest—are you doing tasks that someone else could handle? Are you taking on work that doesn’t actually need to be done right away? Or are you struggling to say “no” because you feel responsible for everything?

The truth is, working harder isn’t the answer. If you keep going like this, something will eventually break—your health, your family, or even your career.

So, how do you break free?

In my leadership training programs, I see this all the time. Leaders want to improve—they want to delegate effectively, give better feedback, and manage conflicts.

But before they can even start, they need one critical thing: time.

The good news? You CAN create time for what really matters. There are two kinds of strategies:

Immediate actions that give you quick relief, freeing up 20% of your time in the coming days.
Mid- to long-term strategies that fundamentally change how you work, eventually giving you back 50% or more of your time.

Let’s start with the immediate actions. Implementing these will give you quick wins, and with the extra time you gain, you can invest in the longer-term solutions.

Four Immediate Actions to Reclaim Your Time

1. Control Your Emails, Phone Calls, and Notifications

The biggest productivity killer? Constant interruptions.

Turn off ALL push notifications on your phone and computer—emails, WhatsApp, Slack, everything. Check your messages only two or three times a day. Yes, even emails. You’re not going to miss anything crucial.

If you think your boss or clients expect immediate replies, set expectations. A simple autoresponder saying, “I check emails at 11 AM and 3 PM. If urgent, call my assistant,” works wonders.

2. Minimize Unnecessary Interruptions

If your door is always open or your team feels they can interrupt you anytime, you’re constantly losing focus.

Block focus time in your calendar where you are NOT available. Let your team know when they can reach you instead. You’ll be amazed at how many “urgent” issues solve themselves when people are forced to wait.

3. Fix Your Meeting Culture

Meetings are the #1 time waster in most organizations. Here’s how to take control:

- Only attend meetings with a clear agenda and a defined outcome.
- Keep meetings under one hour whenever possible.
- If you’re a participant, set expectations upfront: “I have to leave at X time.” Even if you don’t have another meeting, this helps keep things on track.
- Challenge unnecessary meetings. Could this have been an email

4. Start Saying No

Many leaders struggle with this. But saying “yes” to everything means saying “no” to what truly matters.

The next time someone asks for your time, don’t immediately say yes. Try this instead: “I’d love to help, but I’m currently at capacity. Let’s revisit this next month.” Most of the time, the issue resolves itself or finds another solution.

Just implementing these four steps will free up at least 20% of your time. Now, let’s talk about how to make long-term changes.

Mid- to Long-Term Strategies for True Leadership Freedom

If you want to permanently reclaim your time, you need to transition from “just managing” to truly leading.

Define and communicate your priorities. Be crystal clear on what’s important and eliminate distractions.
Stop micromanaging. Train your team to take ownership instead of relying on you for every decision.
Master delegation. If you’re doing work that someone else could handle, you’re not leading—you’re bottlenecking.
Develop your team. Your job isn’t to be the expert; it’s to build a team of experts.
Give better feedback. Guide your team without constantly looking over their shoulders.

I won’t lie—this takes time.

But the payoff is huge. If you do this consistently, you’ll get back 50% or more of your time, allowing you to focus on real leadership. And most importantly, you’ll regain control of your work AND personal life.

You CAN create more time for what truly matters. Start with the quick wins, then build the habits that will transform the way you lead.

Before you go, I’ve got something special for you!

Everything we’ve covered today – time management, delegation, setting priorities – is exactly what we work on in the brand-new Crash Course Leadership.

It’s a step-by-step system designed to help you become a confident and effective leader, while also regaining control over your time and workload.

And here’s the deal:

If you join the VIP list now, not only will you get the best price on the course, but you’ll also get access to an exclusive Live Online Masterclass – only for VIP members who join the program.

This masterclass will give you direct access to me, where I’ll answer your biggest leadership challenges and help you apply what you learn even faster.

But this bonus is only for those on the early access list – so don’t miss out!

Sign up now at berndgeropp.com/vip and secure your spot.

LME 044 – The Vision Journey: A Powerful Method To Gain Clarity And Direction

Have you ever struggled to bridge the gap between logic and emotion in your decision-making?

Or wondered how visionary thinking can unlock new opportunities for you and your business?

Vision Journey with Katja Schäfer

In this episode, I sit down with Katja Schäfer. She is an expert in guiding entrepreneurs and leaders through the Vision Journey – a process that blends logical strategy with emotional clarity to create a compelling vision for the future.

We discuss how reconnecting with creativity, engaging the subconscious mind, and even writing a letter from the future can help leaders break through uncertainty and move toward their goals with confidence.

You’ll hear real-life stories of entrepreneurs who used this approach to reshape their businesses—and even their lives.

Plus, we explore why vision boards aren’t just a gimmick, but a powerful tool for clarity, motivation, and strategic action.

So grab a coffee (or maybe a glass of wine, as Katja suggests 😉), and let’s dive into the fascinating world of visionary leadership.

Want to get in touch with Katja?

Here are her contact details:

Katja on LinkedIn:
https://www.linkedin.com/in/katjaschaefer-coaching/?locale=en_US

Katjas Website:
https://www.katja-schaefer.de/english/