Hello Sophie, glad you have time. I've noticed that you've been working a lot lately - even evenings and weekends. I even received a late email from you yesterday. Honestly, I'm concerned about you. How are you handling the workload right now?

I understand your ambition, Sophie, and I truly appreciate your dedication. However, I was informed that you forgot a critical point in an important meeting yesterday and were quite upset afterward. That's not typical of you - you're usually so precise and composed.

Sophie, I've known you for three years now, and you've never had such a lapse. You've been working regularly until 10 PM for eight weeks, responding to emails on weekends, and sending messages almost at midnight. These are clear warning signs of overload. How honest are you being with yourself right now?

It shows great courage that you say this so openly. And no, chronic overload is definitely not part of it - not even for a leadership position. On the contrary: As a leader, you need to remain capable in the long term and be a healthy role model. What do you think will happen if you continue like this?

Thank you for being so honest, Sophie. What you're describing are classic burnout symptoms, and it's important that we counteract this now. You are one of our most valuable employees, and I don't want you to risk your health. Let's work together to better structure your workload. What would help you?

Those are very good points. Let's tackle this concretely: We'll have a short priority meeting every Monday so you have clarity. Additionally, we'll agree that you leave the office by 7 PM at the latest and don't handle emails on weekends. I'll actively support this. How does that sound to you?

Susanne, thank you for taking the time. I've noticed some tensions in the team recently, especially after yesterday's meeting. I'd like to understand how you assess the situation and what you think happened.

I understand that factual decisions are important to you - that's also one of your great strengths. At the same time, three colleagues reached out to me today, feeling hurt by your approach. Sarah cried after the meeting. How do you explain these reactions?

Let me explain it differently: Imagine you present a brilliant analysis, but no one implements it because the team doesn't feel included. Your expertise goes to waste. People don't make decisions solely rationally - trust and emotional safety are equally important for project success.

Exactly, let's look at this systematically. When people don't feel heard or respected, it triggers stress responses. This blocks creative thinking and willingness to cooperate. Your analysis is excellent, but when you say 'That's irrational,' Sarah hears: 'You're stupid.' That wasn't your intention, was it?

That's a very honest and important question. You don't have to change your personality. But you could say, for example: 'I see this is important to you, Sarah. Let's see how we can align your concerns with the data.' It's still factual but respectful.

Perfect, you're already thinking systematically about it. Let's develop a concrete plan: First, pause and inquire during emotional reactions: 'What concerns you about this?' Second, summarize their concern before presenting your analysis. Third, work on solutions together instead of deciding alone.

Absolutely, we can role-play situations. And yes, an apology to Sarah would be valuable - not for your analysis, which was correct, but for the way it was communicated. I'm impressed by your willingness to develop further. That shows true leadership qualities.

Hi Kevin, thank you for taking the time. I've noticed that you've been rarely in the office over the past few months, even though we have the three-day rule. Last week, with the client meeting and also during Sarah's onboarding, there were a few situations... I'd like to understand your perspective on this.

You're absolutely right, your work results are really good, that's unquestionable. It's not about your individual performance. It's more about... well, the team. Sarah mentioned that the remote onboarding was quite frustrating with the technical issues. And the team misses you during spontaneous discussions.

I really understand your point about efficiency. And you're right, a lot works great remotely. But last week you were unavailable for two hours, even though your status was green - the client was waiting. And during onboarding... Sarah mentioned that the personal contact, the ability to quickly ask questions, was missing. Sometimes it just needs that human component.

Okay, I see that you view this differently and... honestly, I'm not sure if I'm handling this correctly. Maybe I'm being too picky. But the team has really complained to me. They say you seem distant, hardly know the new people. I don't know... how can we resolve this? I don't want to restrict you, but the team is suffering.

Thank you for being so open about this. I don't think you need to be there every day. But maybe we could find a middle ground? What if we set fixed days - say Tuesday and Thursday - when you're in the office? Then the team knows when they can meet you in person, and you still have three days of home office.

Yes, that sounds reasonable. Swapping is no problem, as long as you announce it briefly in advance. And maybe you could join the team lunches more often? Not always, but occasionally? That would really help strengthen relationships. I think if we do it this way, everyone benefits - you get your flexibility and the team gets more contact with you.

Hello Susanne, thank you for finding the time. I just wanted to briefly... well, there have been some feedback from the team. Nothing serious, of course! But maybe we could see if there's something to it? It's about communication within the team. I totally understand that you work very objectively, which is also your strength.

Yes, that's true, you really deliver great results! I'm not trying to criticize your work style. It's just... well, if it's okay with you, I'd like to mention that a colleague left the meeting in tears yesterday? But maybe she was just overwhelmed, I'm not sure.

No, no, of course not! You're absolutely right, efficiency is important. I totally understand that. Maybe it's my fault for bringing it up at all. I'm sorry if I'm burdening you with this. We don't have to change anything right away. What do you think, could we maybe still somehow...?

Oh, yes... I understand. You have a lot on your plate, of course. I don't want to hold you up any longer. Maybe it will resolve itself. Let's just see how it develops. If something does come up, we can talk again. But it's probably not necessary.

Hi Kevin, thank you for your time. I just wanted to have a quick chat because I noticed... it's not dramatic, but maybe we could look into how things are going with the home office. I mean, your work is great, I'm not criticizing that at all. It's more about organizational matters.

Yes, that's absolutely true, your performance is really top-notch. I'm also sorry that I even have to bring this up. It's more about... well, the team sometimes has questions and you're not there. But I totally understand, home office has many advantages. Maybe you could just see if you could drop by occasionally?

You have a point there, that's true. I don't want to pressure you. It's just... last week there was that issue with the client meeting where we couldn't reach you. But that can happen. And the new colleague, Anna, had some technical issues during onboarding. But I'm sure we can handle that.

Yes, it's different with Sarah, she has different tasks. But you're right, remote is okay too. I just thought... the team sometimes misses you. At lunch and so on. But if you think it works better this way, then... Maybe you could just see how it develops?

Okay, I understand. I don't want you to feel uncomfortable either. Your productivity is really good. Let's just... see how it goes. If there are any issues, we can talk again. I think we'll find a way. Thanks for the open conversation.

Hi Sophie, thank you for making time. I just wanted to check in and see how you're doing. I've noticed you've been working a lot lately and thought maybe we could talk about it. But only if you want to, of course. It might not be a big deal, but I just wanted to ask.

Yes, I totally understand. You're doing a great job. I just wanted to say... if you ever feel it's too much, you can come to me. But I don't want to pressure you. Maybe it's just a stressful phase.

Absolutely, the results are really great. I really appreciate your commitment. I'm sorry for bringing this up, maybe I'm overthinking it. What do you think, can we somehow reduce the workload a bit? But only if you want to.

Okay, I'm glad to hear that. You know yourself best. I trust you completely. If anything changes or you need support, you know I'm here. But you're right, it will surely calm down after the project.

Of course, of course. I don't want to hold you up any longer. You surely have important things to do. Let's leave it at that. Feel free to reach out if anything comes up. And thank you for taking the time. Sorry if this was unnecessary.

Hello Sophie! I'm glad you found the time. I just wanted to quickly talk to you because I've noticed you've been working a lot lately. Um, is everything okay with you? You don't have to stay so late; it's not really necessary.

Oh, then everything is fine! I thought... but if you say you can handle it, that's great. You're very organized. Maybe just try not to work too late? For work-life balance and all.

I totally understand! You're really very conscientious. But still, take care of yourself, okay? If it ever gets too much, you can just say no or ask for help. We don't want you to overextend yourself.

Hmm, yes, that's certainly a dilemma. But you can do it! You're very competent. Maybe it will calm down after the quarter. Sometimes there are just such phases, you know.

Exactly, I see it the same way! You'll find a way. If anything comes up, you know where to find me. Otherwise... um, just keep doing what you're doing, you're doing great!

Yes, of course! Good luck with the presentation. And remember: don't stay too late tonight! We'll see each other tomorrow.

Susanne, I must honestly say, I'm sorry to bring this up, but there were complaints about you this morning. Colleagues feel offended by you. Yesterday's meeting with the crying colleague was really not okay. Perhaps we could look at how you interact with others?

Yes, I totally understand, but you know, others feel hurt. It's not just about efficiency. If it's okay with you, I'd like to discuss how we could do things differently. I don't want to pressure you, but maybe you could be a bit more friendly?

But Susanne, you can't treat people like that! You constantly hurt others and don't even notice. Yesterday, a colleague left the room crying! You can't be serious. You're destroying everyone with your attitude. I don't understand how you can be so cold!

Excuse me? Now you're being cheeky! I'm the leader here, and you listen to me! Your behavior is unacceptable, and if you continue, there will be consequences! I won't let you tell me I'm incompetent. That's going too far!

Oh, now you're threatening to quit? You know what, then do it! Maybe we'd all be better off without your arrogant attitude. I've had enough of this conversation. You think you're irreplaceable, but you're not!