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.

Hi Kevin, thank you for taking the time. I wanted to talk to you about your work habits, specifically your office presence. I've noticed that you've been rarely in the office over the past few months, even though we agreed on three days as a team. How do you see this? Is everything working well for you as it is?

I understand that, and you're right - your work results are really good. I absolutely acknowledge that. It's not about your productivity. What concerns me are other aspects. Last week, for example, when the client called unexpectedly, and we couldn't reach you for two hours, even though your status was green. Can you explain what happened there?

I understand your point about breaks, that's true. But it's not just about availability. The new colleague Sarah told me that onboarding remotely was very frustrating - technical issues, she couldn't really look over your shoulder. And the team misses you too. They say you hardly know the new colleagues, never participate in joint activities. What do you think about that?

Kevin, I notice you see this differently than I do. Honestly, I'm a bit unsure how to address this best because I really value you and don't want to upset you. But I feel it's important to the team to have you in person. It's not just about efficiency, but also about team cohesion and being able to rely on each other. Can you understand that?

You're right that others also work remotely, but the situation isn't entirely comparable. Sarah has only been here for two months and works on different projects. You're an important part of the core team, and your expertise is often needed spontaneously. I really understand that working from home suits you well. But can we find a compromise? What would you say if we start with two fixed days per week?

I hear that this is really difficult for you, and I respect that. Let's start like this: One fixed day per week, plus important appointments like client visits or onboarding. That would realistically be one to two days per week. What's important to me is that you're reliably reachable and keep your status updated. Can we try this as a starting point and see how it goes in a month?

Yes, we'll definitely discuss it again in a month. I think Tuesday or Wednesday would be good, as the team is usually all there. Choose one that suits you best. And Kevin, I really appreciate your willingness to compromise. Your expertise is important to us, and I want you to feel comfortable. Let's make this work together.

Hi Kevin, thank you for taking the time. I've noticed that we haven't had much personal contact in recent months. I wanted to have an honest conversation with you about your work style and its impact on the team. Could you share your perspective on your current remote situation?

Your work results are indeed very good, and I don't doubt that at all. However, my concern is something else. Last week, you were unavailable for an impromptu client meeting, and there were difficulties with Lisa's onboarding. How do you view these situations?

I understand your point about modern work methods. At the same time, I've received feedback from the team that they miss you—during spontaneous questions, team lunches, and informal interactions. Lisa mentioned that the technical issues were frustrating and she missed the personal contact. What are your thoughts on this?

Kevin, I understand that flexibility is important to you. It is to me as well. However, Sarah is in the office three days a week as agreed, while you've been there four days in the past three months. That's a noticeable difference. Honestly, it's challenging for me to explain this to the team when they feel it's unfair.

I appreciate your willingness to discuss solutions, which shows that the team matters to you. Two days would be a start, but I believe we need the agreed-upon three days. This isn't about control; it's because the team needs you. How can we ensure you feel comfortable with this arrangement?

That sounds like a fair deal. Flexibility with the days is fine as long as you coordinate it. For important projects, we can assess individually. Let's test this for four weeks and then discuss it again. Can you start with the three days next week? And could you join us for the next team lunch?

Hello Alina, thank you for taking the time. Over the past few weeks, I've received several complaints about certain comments within your team. Yesterday, Jasmin filed a formal complaint. This is a serious matter that we need to discuss. Could you share your perspective with me?

I greatly value your extensive experience and success as a leader. However, this is not about the intention behind your words, but their impact. Jasmin felt discriminated against. Can you understand why a comment about her accent might be perceived as exclusionary, even if that wasn't your intention?

I understand that standards have changed, and that can be challenging. However, it's not just about Jasmin—other team members have also raised concerns. Your comments on Marie's pregnancy and Tom's part-time status have caused discomfort as well. These are not just personal sensitivities but potential legal risks for us as a company.

Alina, I understand your concern about the team's performance. That's precisely why we need to approach this differently. Studies show that diverse teams achieve better results. When team members don't feel valued, their motivation and performance decline. Three of your top employees have already approached HR, which weakens the team more than any parental leave.

Your concern for the team is genuine and valuable. No one is asking you to lie or lower standards. It's about HOW we give feedback. Instead of saying, "Your accent will cause you problems," you could say, "Let's work together to make the most of your communication strengths." This approach is both honest and respectful.

This uncertainty is completely understandable and demonstrates your willingness to learn. Direct feedback remains important—it's all about the wording. I suggest you attend our Diversity Workshop, and we can meet again in two weeks. In the meantime, when giving critical feedback, first consider, 'How can I phrase this constructively?' Are you ready for this journey?

Hello Marco, I'm glad you had time. I noticed that last week you proposed a really elegant solution to the database problem when we spoke in the hallway. The idea was well thought out and would have greatly helped the team. At the same time, I've observed that you're often very reserved in our meetings. Can you help me understand why that is?

You're absolutely right, Marco. Your professional work is impeccable and reliable, which I greatly appreciate. It's not about speaking more for the sake of it. However, your idea last week wasn't just good; it was even more elegant than what we discussed in the meeting. This shows me that you have valuable insights that could benefit the team.

I completely understand. I'm familiar with the worry of making a mistake in front of others. But I wonder: Do you really think your colleagues never voice incorrect or half-formed ideas? I've noticed you hold yourself to a much higher standard than others. By the way, your idea last week was very well thought out—much more so than some of the spontaneous comments made in meetings.

This is an important point. You mentioned you're unsure if your ideas are relevant. Let me ask specifically: When you're in meetings and following the discussion, do you actually have thoughts or ideas about it? Or do you find yourself thinking about other things? I'm genuinely curious about your honest assessment.

Marco, what you're describing shows me two things: first, you're very attentive and thoughtful. Second, you set high standards for yourself. I must admit, I sometimes worry that we might miss important perspectives as a team because you don't share them. The technical details you mention could prevent costly mistakes down the line.

That's exactly what I mean. Your insight into indexing was invaluable, and you identified it just in time. Let's think about how we can improve this. What would help you bring up such important points in meetings? Would it be helpful if I specifically asked you about technical aspects? Or if we briefly discussed in advance what you should focus on?

These are very practical approaches. Let's make it concrete: In the next meeting, I will specifically ask you about technical risks. Please prepare two or three key points on the topic listed on the agenda. We'll try this for four weeks and then assess how it's going. Do you agree? And Marco, one more thing: Perfect phrasing isn't necessary. Your expertise is more important than polished sentences.

Hi Jan, I'd like to discuss something I've noticed. In our last three projects, we've struggled to meet deadlines. Take last week's client project, for example—you initially estimated two days, but it ended up taking a full week. Could you share your perspective on this?

That's true, you always find solutions—I really appreciate that about you. However, my concern is the impact on the team. Sarah worked three extra hours to assist you, and Tom had to postpone his own project. This is the third time in two months. How do you view this from a team perspective?

It's great that you're reflecting on this. Your optimism is exactly what makes you a valuable team member—you see opportunities where others see problems. But let's take a closer look: Why do you think your estimates are often too tight? Have you considered this yourself?

This is a very honest self-assessment, Jan. And you're right—these intermediate steps are often overlooked. I also understand that structured planning might not be your natural style. But let me ask you this: Next time we face a situation where the team needs to step in, what could that mean in the long term?

You understand this clearly: A Tech Lead must primarily be able to provide realistic assessments that others can rely on. The good news is, you already have all the other necessary skills. Let's work together to improve your time estimates. How about we develop a checklist for upcoming projects?

That's a great idea with Sarah and Tom! They've developed excellent systems. For the checklist, we could start with the basics: development time, testing, code review, and potential questions. Then, we can add a buffer for unforeseen issues. Should we try this out by next week? I'd like to review how it's going in two weeks.

Sophie, I'm glad we can talk today. I've noticed that you've been working long hours recently and sending emails over the weekend. Yesterday, a colleague mentioned that you weren't feeling well after the meeting. Honestly, I'm concerned about you. How are you doing?

I understand that the projects are important and you feel responsible for your team, which I greatly appreciate. However, I noticed that you sent an email at 11:47 PM yesterday and stayed until 10 PM on three evenings last week. You were also here for six hours on Saturday. This pattern concerns me.

Sophie, you're absolutely right that these projects are important. I can see how dedicated you are and the quality you deliver. However, my concern is that if you continue at this pace, you might not be able to maintain your usual performance. What will happen to the projects if you're unable to work?

I understand you feel like you have to handle everything on your own, which shows how responsible you are. However, let me offer a different perspective: Yesterday in the meeting, you forgot an important point, which is unlike you. Could it be that the burden is heavier than you realize?

Sophie, there's nothing embarrassing about being human. You've been doing extraordinary work for months, and everyone sees it. But I think you underestimate how much it's affecting you. Honestly, when was the last time you had a full day off without thinking about work?

Thank you for your honesty. It shows me how serious the situation really is. Sophie, you are one of our best managers, and I don't want you to burn out. Let's think together: What would help you regain more balance? What do you specifically need?

These are excellent strategies. I can assist you with delegation—we can work together to identify suitable tasks and explore ways to further develop your team. As for emails, how about setting a rule that you only respond to genuine emergencies after 8 PM? True emergencies are rarer than we think.

Perfect, those are concrete steps. Let's proceed as follows: This week, we'll work together to develop the emergency definition and review your current tasks. By next week, try responding only to defined emergencies after 8 PM. Can we have a brief follow-up next Friday to see how it's going?