Three days on the road in the land of the 'Whopper' or 'Why leadership is not a PowerPoint concept'

Seminars should never end in PowerPoint battles: interaction and individual adjustment to the needs of the participants is the key. This is how my 3-day seminar in Hanover for managers at Burger King has developed and proven itself! 

Leadership rarely shows itself in models, organizational charts, or neatly formulated mission statements. It shows itself in everyday life, where things get 'hot' and where things have to move fast. Right there, where people make decisions under pressure. In daily cooperation, where expectations of customers, employees, and management are on the table at the same time.

In our seminar, we worked, laughed, discussed, reflected – and often took a closer look. Once again, it became clear: Good leadership does not begin with others, but with me and above all: with my attitude. I should ask myself the questions: Who am I as a leader when things get demanding? What are my values? And how do I succeed in not only having these values, but making them felt within the team?

It is easy to talk about appreciation, clarity, or responsibility when everything is running smoothly. It becomes crucial when the pace picks up, processes become tighter, and people still need orientation. In summary: "If leading were easy, anyone could do it."

And only under pressure does it become clear how sustainable my own leadership really is. That's when it's about values not as beautiful terms on the wall, but as concrete decision-making aids in everyday leadership. How do I communicate when things get stressful? How do I remain clear without being harsh? How do I provide support without taking on everything myself? And how do I manage to take my team along when the speed is high?

I was totally delighted by the "warm welcome" from the group. From the very first minute, there was an openness and warmth that you perhaps actually feel particularly in the gastronomy sector. People who are used to working with people. Who have to react quickly, remain attentive, and at the same time create an atmosphere in which others feel welcome.

In this group, too, I experienced managers who carry a great deal of responsibility – often more than you see from the outside. People who take their jobs seriously. Who don't just look at the clock to see when they can "put down their pencils", but make a point of ensuring that their behavior has an impact on the team and correspondingly a positive effect on the mood of the team. That is reflected in the quality of work and also in the entire business operation.

This famous passion was not just a word in Hanover, it could be felt everywhere: felt in conversations, in the willingness to question oneself and in the openness to talk about difficult situations. Finally, in the need not just to do leadership somehow, but to better understand how to reach, strengthen, and take others with you.

My conclusion after three intensive days:

Leadership in everyday life at Burger King is demanding, fast, and certainly not easy, but always human. Where things get hot, you don't need perfect leaders. It takes people who are willing to take responsibility, take a closer look, and work on themselves.

Thanks to the participants for three intensive days, real conversations, a lot of openness, and strong moments of reflection.