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How can I actively share knowledge as a leader?

How can I actively share knowledge as a leader?

by Anita Berger | Nov 11, 2022 | Leadership Tips, learning effectiveness, Learning Transfer | 0 comments

How can I actively share knowledge as a leader?

Knowledge management – I know that I know (nothing)

How do you deal with knowledge management as a leader? What do we really know and how can we use it to our best advantage?Ā 

Mentoring & Knowledge Management

Our MDI partner Anita Berger focuses on mentoring and knowledge management. We asked her a few questions on this topic and came up with some exciting approaches.

You can find them here in this interview:

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn

What is knowledge management as a leader or mentor all about?

What is behind explicit and tacit knowledge?


The active and conscious generation, the use and sharing of knowledge in organizations are decisive competitive factors. Managers and mentors make a relevant contribution to this. They can make knowledge available themselves, as well as create the framework and an environment that enables and promotes knowledge management.

Explicit Knowledge

Knowledge management seems to be easier when it comes to explicit knowledge. That is, when “we know what we know” and it is “only” a matter of making this knowledge available.

Tacit Knowledge

It becomes more challenging when it comes to tacit knowledge. Implicit knowledge is the kind of knowledge that we are not always aware of – where we don’t even know what we know.

The development of explicit and tacit knowledge can be vividly described using the following example from everyday life: In the beginning, we learn explicitly: traffic rules, shifting gears, operating the clutch, … Every single step is thought through consciously. After some time, we just “drive” – it has become implicit knowledge.

We cannot easily describe what or how we do something, how we came to a decision or how we acquired the knowledge.

How can we now succeed in making tacit knowledge available ?

What concrete tips do you have for this?


The STAR method
– often known as an interview technique in recruiting – as well as the Knowledge Management For Implicit Knowledge Canvas – both are methods/techniques to become aware of what you know as a leader or as a mentor, so that you can then share this very valuable knowledge.

How does the STAR principle work and how can we apply it?

The STAR interview method is an acronym and stands for

  • Situation
  • Task
  • Action
  • Result

The STAR interview method

If, as a mentor or leader, I want to pass on knowledge about how a particular customer project was won, a cultural initiative was successfully implemented, a critical discussion with challenging stakeholders was conducted in a solution-oriented manner, or even what was a real “fuck-up” in team leadership, the STAR interview method can help.

It enables us to identify more clearly what contributed to success or to recognize what needs to be done differently in the future. Thus, implicit knowledge becomes explicit again.

  • SITUATION: What was the initial situation? Who was involved? What were the general conditions?
  • TASK: What was your task/assignment? What did you want to achieve?
  • ACTION: What did you do concretely? What concrete steps did you take?
  • RESULT: What was the concrete result? What were the consequences? What results did you achieve?

How does the Knowledge Management Canvas help us?

The Knowledge Management Canvas provides a framework to identify where tacit knowledge may exist. It provides valuable starting points for active knowledge sharing through active engagement with the areas of the Canvas.

Knowledge Management – Tacit Knowledge Canvas

So how we can promote and share our knowledge is not too difficult. Often, it simply requires a more structured approach to share as a leader or mentor relevant information.

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How can I actively share knowledge as a leader?

by Anita Berger | 11. November 2022 | Leadership Tips, learning effectiveness, Learning Transfer | 0 Comments

How can I actively share knowledge as a leader? Knowledge management - I know that I know (nothing) How do you deal with knowledge management as a leader? What do we really know and how can we use it to our best advantage?Ā  Mentoring & Knowledge Management Our MDI...
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Agile mindset beyond company boundaries

by Book "Agile Leadership Development", Marina Begic | 20. October 2022 | Agile Leadership, Digital Transformation | 0 Comments

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3 tips for efficient and sustainable OKR results

by Gunther Fürstberger | 17. October 2022 | Best Practice, Leadership Tips, Training Insights | 0 Comments

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How to become resilient? Your personal superpower

by Anita Berger, ARD | 26. September 2022 | Agile Leadership, Leadership Tips | 0 Comments

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How to become resilient? Your personal superpower

How to become resilient? Your personal superpower

by Anita Berger, ARD | Sep 26, 2022 | Agile Leadership, Leadership Tips | 0 comments

How to become resilient? Your personal superpower

Meeting the challenges in the VUCA/BANI world

In this article you will get an insight into key competencies as well as starting points to strengthen your own resilience. Concrete reflection questions and tips for implementation will let you become a “pro” of your own superpower.

VUCA & BANI

VUCA or BANI as explanatory models for our challenges

In our daily professional lives, we are constantly confronted with turbulence. The following models provide a framework to bring challenges closer for companies and for society as a whole:

All these terms define what we are up against in this ever-changing society – a fragile system that is only fueled by uncertainty and anxiety, as well as complex, non-linear problems. The demands on organizations and leadership are sometimes ambiguous and contradictory, but also incomprehensible.

Key competencies for your superpower

to meet these challenges

Resilience in dealing with crises and challenges

Jamais Cascio counters these complex models with a response option: RAAT (Resilience, Awareness, Adaptation and Transparency). For the first factor alone – resilience – there are several models. I present the Vienna Resilience Model below.

Seven key resilience competencies

The Vienna Resilience Model describes seven key resilience competencies that positively influence a person’s resilience:

The basic pillars of resilience areĀ 

  • acceptance
  • optimism
  • self-fulfilment
  • responsibility
  • network orientation
  • solution orientation
  • future orientation.

Each of these factors plays an important role in strengthening one’s resilience.

Strengthening the superpower of resilience holistically

In contrast to the Vienna Resilience Model, Stephen Covey identifies four pillars in his 7 Habits of Highly Effective People, which are also found in most other models to strengthen one’s resources and thus one’s resilience.

When reflecting on how you use your resources, you should take each resource individually and consider how well you take care of each. This could be in the form of the following approaches, for example:

  • Physical: I regularly keep myself informed about things that affect my health and fitness.
  • Mental: I clear my head every day through, for example, music, silence or relaxation exercises.
  • Social: I listen to others and pay attention to what they have to say instead of thinking about what I want to say.
  • Spiritual: I have the courage to stand my ground even when others oppose me.

Becoming the “pro” of your own superpower –

tips for implementation

If we want to strengthen our resilience, we sometimes need to develop new habits and behaviors or retrain “bad habits” (for example, taking the stairs instead of the elevator). James Clear’s (2020) 1% method states that the best way to achieve goals is to get a little better every day, i.e., to work towards them in small steps for maximum impact. Improving 1% per day will yield a 37-fold increase in one year.

Conclusion

The VUCA or BANI world presents challenges to all of us. In dealing with these challenges, we can further “nurture” or build our key competencies of resilience by being aware of them as a first step.

In small steps and with the coupling to our previous habits, we can then integrate our resources, which further strengthens our superpower resilience holistically into our behavioral repertoire

Read the full (german) article that was written for ARD Magazin |Ā Edition 6814/6/2022

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn

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How can I actively share knowledge as a leader? Knowledge management - I know that I know (nothing) How do you deal with knowledge management as a leader? What do we really know and how can we use it to our best advantage?Ā  Mentoring & Knowledge Management Our MDI...
Read More

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by Gunther Fürstberger | 17. October 2022 | Best Practice, Leadership Tips, Training Insights | 0 Comments

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How to become resilient? Your personal superpower

by Anita Berger, ARD | 26. September 2022 | Agile Leadership, Leadership Tips | 0 Comments

How to become resilient? Your personal superpower Meeting the challenges in the VUCA/BANI world In this article you will get an insight into key competencies as well as starting points to strengthen your own resilience. Concrete reflection questions and tips for...
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How to activate your growth mindset as a leader

How to activate your growth mindset as a leader

by Anita Berger | Jul 26, 2022 | Leadership Tips, Learning Transfer | 0 comments

How to activate your growth mindset as a leader

Sometimes we just can’t seem to get that one task done. We fail at every attempt and are already convinced that our skills are insufficient for this job. But that’s exactly where the problem lies.Ā You’ll learn how to activate your growth mindset as a leader in this article.

Our attitude, the mindset, determines how we think

about some issues. If we always tell ourselves that it’s not possible to achieve success, it won’t happen.

We want to change your Fixed Mindset into a Growth Mindset.Ā 

Growth vs. Fixed Mindset

When it comes to Mindset, we mainly distinguish between two types – the Growth and the Fixed Mindset. The Growth Mindset sees the constant possibility for self-improvement and self-optimization. This is contrasted with the Fixed Mindset – the attitude that one cannot expand one’s horizons and thus will not further develop their skills.

For a more detailed definition of the two terms, see the graphic below:

Growth Mindset – Easier said than done

Sure, Growth Mindset seems promising at first glance – but we can’t change our emotions overnight, after all. A good start is to believe in your own success and visualize a positive goal. This is necessary for a breakthrough, to always stay on the ball and not lose motivation.

Making Mistakes

Also, you need to accept that you will make mistakes while learning. But don’t see these mistakes as a sign of your failure, but as an opportunity to learn from them and take what you have learned with you for your future.

Questioning

Questioning and doubting can also help you solve a task faster. In doing so, the prefrontal cortex is stimulated, allowing you to approach your to-do’s with more attention. Even more, you can look at your work assignment from a different angle, a different perspective, which contributes to finding a solution faster.

 

In 5 steps to your success –Ā 

How to activate your growth mindset as a leader

  • Take your time: Reflecting on your (re)actions, your points of view and of course your mindset needs a long and calm discussion.
  • Focus: Where you place an attention is where your energy flows. Allow yourself to give yourself fully to your learning goal.
  • Embark on an adventure: Your learning journey is an experience with ups and downs. Be prepared for any stumbling blocks.
  • Be open to new things: curiosity, inquisitiveness and a cool head will help you discover new aspects of the subject you are learning.
  • Change your language: phrases like “I can’t do that” to “I can’t do that yet”, or “That’s impossible to do” to “If I acquire the necessary skills, I can do that”.

Want to learn more?

In our book “Agile Leadership Development” (german version) you will find some exciting articles on this topic

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn

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by Anita Berger | 11. November 2022 | Leadership Tips, learning effectiveness, Learning Transfer | 0 Comments

How can I actively share knowledge as a leader? Knowledge management - I know that I know (nothing) How do you deal with knowledge management as a leader? What do we really know and how can we use it to our best advantage?Ā  Mentoring & Knowledge Management Our MDI...
Read More

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by Book "Agile Leadership Development", Marina Begic | 20. October 2022 | Agile Leadership, Digital Transformation | 0 Comments

Agile mindset beyond company boundaries In order to compete in a constantly changing market, companies must be able to react quickly to changes.Strong networking, increased knowledge exchange and an agile mindset beyond company boundaries are crucial.Leadership in...
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by Gunther Fürstberger | 17. October 2022 | Best Practice, Leadership Tips, Training Insights | 0 Comments

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How can VR help with leadership training?

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | Oct 11, 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 comments

How can VR help with leadership training?

Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.

Immersive learning through virtual reality

can help organizations address some of today’s key leadership challenges.

Why is virtual reality for leaders on the rise?

Dominik Etzl: Apart from the fact that VR is cool and is guaranteed to remain in every participant’s memory for a long time, VR leadership training solves a long unsolved problem: bringing virtual teams together in a (virtual) room where they can work together on problems and solutions – not just via the camera in front of the screen – but with full physical engagement and an almost face-to-face feeling.

What do new VR leadership trainings look like in practice?

Anita Berger: Some of the training experiences are designed to be “played” alone, practicing individual situations for yourself over and over again and constantly improving – for example, giving a presentation in front of a virtual audience or even the board of directors.

Other VR trainings involve the whole team and you can think of it more like a virtual escape room.

Others you do alone, but you have physical coaches next to you who guide you through the various scenarios and reflect on what you’ve experienced between VR experiences.

In addition, a distinction can be made between those VR trainings that are tailored to one’s own company and learning situations and those that are standardized and can thus be used in a variety of ways.

In order to have the greatest possible impact, it makes sense – as is already known from face-to-face training – not to view VR leadership training as a stand-alone solution, but to integrate it into a learning process that includes a good mix of synchronous and

What opportunities and possibilities does VR offer?

Anita Berger: VR offers the opportunity to engage with a broad range of content topics in an experiential way from different perspectives in iterative loops.

Different perspectives: Currently at MDI we work with 3 roles:

  • the space travelers
  • the guides/coachesĀ 
  • the observers.

All have the opportunity to immerse themselves in all roles.

The space travelers are the players who, if you use the soccer analogy, are supposed to be on the field scoring the goals. The space mission is about saving others.

The guides/coaches have the opportunity to help the space travelers accomplish the mission. They are the coaches on the sidelines who do not play themselves, but are instrumental in the success of the mission by recognizing and responding to what the spacewalkers need.

Observers are tasked with watching what is happening on the field and on the sidelines, and sharing it in debriefings. One can also use the role of observers for assessment or development settings.

After each mission, participants switch roles and therefore gather lessons learned from the different perspectives.

Iterative Loops:

As in real life, there are many uncertainties, knowledge, and information that must first be acquired. Participants experience certain phases as exciting, fascinating, frustrating or chaotic.

After each round, what is experienced is reflected upon, processed and placed in the respective context of the content. The mission is started repeatedly until it succeeds. Therefore, the knowledge gained from the previous mission can be implemented right away.

Content topics:

The Apollo mission makes it possible to work on various topics and sets of questions.

For example, if the content context refers toĀ “Overcoming Disruption”Ā the different phases of

  • “Fail Fast”
  • Learning Together”
  • “Performing together”

in the different missions can be experienced by the participants.

Reflection phase:

In addition, a content-related discussion can take place, for example on topics such as:

  • Dealing with and coping with uncertainty, complexity and (over-)demanding situations.
  • Performance as a (virtual) team
  • Leading (virtual) teams to performance, through communication, collaboration, inclusion
  • situationally adapted leadership
  • Strengthening (self-)confidence and resilience
  • taking and transferring responsibility

The novel setting offers attractive and exciting development opportunities for leaders at all seniority levels up to top executives and for entire teams.

Can you actually learn better with VR?

Anita Berger: It’s best to let the results of studies speak for themselves

  • Learning takes place up to 4 times faster than in a traditional seminar setting.
  • VR learners are up to 275% more confident in implementing what they have learned after training
  • a 40% improvement over classroom training and
  • a 35% improvement over e-learning training.
  • VR participants felt 3.75 times more emotionally connected to the content than face-to-face learners and 2.3 times more than e-learners.
  • Three-quarters of participants surveyed said they had a wake-up call during the VR course on diversity and inclusion and realized they were not as inclusive as they thought.
  • During VR learning, participants were significantly less likely to drift off with their attention.
  • In the PWC study, participants in the VR setting were up to 4 times more focused during training than their e-learning peers and 1.5 times more focused than their face-to-face training peers.
PwC VR Soft Skills Training Efficacy Study

Virtual Reality for Leaders | Hands-on VR Workshop on 26.11.2021

In this compact hands-on workshop, we will show how leaders learn immersively using VR.

Experience three exciting perspectives for leadership & development in one day:

As an active participant, as a coach and as an observer.

Secure your workshop seat now!

What technology and requirements do you need for implementation?

Dominik Etzl: Until recently, the hurdle to working with VR in your own company was relatively high.

In addition to the special VR hardware from Oculus, Vive, or Sony, for example, you also needed a powerful PC to start the system in the first place. In addition, there were a lot of cables and sensors. If, on top of that, you didn’t have a permanent VR room available, but had to set up and take down again and again, or even move to a different location, you can imagine that this was partly off-putting and only suitable for a niche.

However, these times have largely been history since 2021 the latest. Nowadays, you can buy a powerful VR set starting at €350 and it includes everything you need in terms of hardware to get started. Processing power and sensors have been built into the headset in the latest models, e.g. the Oculus Quest 2, so that a PC, cables or external sensors are no longer necessary.

This makes it very easy and uncomplicated to set up and transport – even for those who have no experience with VR. In the past, it was still common to rent VR hardware – today, a purchase makes much more sense in most cases, because the price difference is cancelled out by the effort. The only requirement is now a room of about 2.5 x 2.5 meters per player, which can easily be found in most offices.

Can every company afford this?

Dominik Etzl: As already written above, one can distinguish between those VR training experiences that are tailored to one’s own company and those that can be purchased in a standardized way.

Which one is right for one’s needs depends primarily on whether the skills that are to be learned with it concern very specific processes in the company, or whether it is about, the general ability to collaborate, agile principles, handling resistance, etc.

Whereas the former usually requires several months of production time and corresponding financial resources, VR leadership training aimed at general soft skills is already available at a slightly higher normal daily training rate.Ā Then you also have trained VR experts to ensure that the VR training is effective.Ā 

The original german article was written for magazintraining by

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

  • LinkedIn
Dominik Etzl

Dominik Etzl

Trainer & Solution Development Manager MDI & Manager Metaforum International.

​Dominik Etzl is Solution Development Manager and Trainer at MDI Management Development GmbH and Managing Director of Metaforum International. His focus is on topics of digital transformation, as well as OKR (Objectives & Key Results), agile leadership and lateral leadership. His goal is to support managers in leading a valuable contribution to their environment: on an individual, corporate and societal level.

  • LinkedIn

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How to Recognize Talented Leaders – Successful Role Change

How to Recognize Talented Leaders – Successful Role Change

by Anita Berger | Jul 28, 2021 | Leadership Tips, training new leader | 0 comments

HR managers are often faced with the challenge of identifying employees who are suitable for leadership tasks. How do you know in practice whether an employee can and wants to take on a leadership role? What mindset do prospective leaders need? And how does the change of role from expert to leader succeed?Ā 

2 MAIN LEADERSHIP STYLES

  • Transactional leadership = leading via goals
  • Transformational leadership = leading via inspiration/motivation

What is leadership?

There are different understandings of what is meant by leadership. In theory, a distinction is made between transactional and transformational leadership styles. Without discussing these different approaches, the question

“What is leadership?” can essentially be answered as follows:

  • Leadership is a process of influence. A leader helps his or her employees to perform and achieve results and to reach goals.
  • Leadership is a service. The leader provides services or benefits for his or her team members.
  • Leadership is a decision. A Leader should regularly remind himself of this and and consciously make the decision to lead every day. Because leadership has nothing to do with the job title or the position. Rather, leadership shows itself in actions and deeds.

Who is capable to lead?

HR managers should consciously and actively question potential leaders as to why they want to take on a leadership role. If a person seeks a leadership role because they would otherwise be left behind in terms of financial or subjectively perceived development opportunities, or because they might be perceived as not wanting to develop, then these are motivations that are less likely to lead to the future leader being serious and committed to the tasks and challenges of leadership. HR managers should therefore first ask to what extent the employee is clear about what it means to lead. Does the person really want to live leadership in this sense or is the leadership position merely the logical next step to advance on the “career ladder”?

CHECKLIST FOR A SUCCESSFUL ROLE CHANGE

  • Have staff already dealt with what will change with the new leadership role?
  • Do they have a concrete idea of what this means in practice?
  • Are employees already living this in the context of his or her expert role?
  • Are employees prepared to broaden their focus accordingly?

What changes when switching roles from expert to leader?

In the next step, those responsible for leadership development should be able to assess whether the potential leader is able to transition from the role of expert to the role of leader. This is because this transition is associated with challenges and developmental tasks.

These requirements have been described by Ram Charan, Stephen Drotter and James Noƫl in the Leadership Pipeline (Figure 1). For example, the new leader is no longer only responsible for the results of his or her own work, but also for the results of his or her team members. To do this, she must support, accompany and develop them.

It may be necessary to further develop one’s own social and leadership skills. Practice shows that this is a big step for many aspiring leaders. What I was previously recognised and appreciated for, and what I also enjoyed doing, is no longer the focus of my work.

Handing over tasks also means a loss of control to a certain extent, because the members of the team may do the tasks differently than the leader would. If you cannot allow this loss of control, you may develop into a leader who prefers to do all the tasks himself.

If an employee has already dealt with the question of how the focus shifts when moving into the leadership role and already has an idea of what this means in practice, this can be an indicator of a fit as a leader. The potential candidate may already be living this out within her current expert role. HR managers can support this process by offering employees the chance to understand what leadership means in the organisation and to discuss together what opportunities there are for personal development.

In preparation for this article, I conducted a survey among managers and HR professionals via LinkedIn

and asked the following questions:

 

  • What mindset do aspiring leaders need?
  • Which qualities are particularly relevant for the special requirements of hybrid leadership under VUCA conditions, i.e. in a volatile, uncertain, complex and ambiguous (ambiguous) environment?
  • By which behaviours do you recognise in practice whether a person can and wants to take on a leadership role?

Mindset for leaders

In addition to entrepreneurial thinking, the desire to take responsibility and make a difference, and openness to new things, according to the answers, a leader should above all be able to keep the big picture in mind and be able to consider complex situations when proposing solutions.

They should enjoy motivating and empowering people without giving up on themselves. Besides developing the individual, it is also about strengthening team spirit and team performance. Appreciation and cooperation at eye level are just as important as perseverance, inner strength, stress resistance and the ability to make decisions.

Last but not least, according to the results of the survey, a leader should be willing to deal with himself and his own leadership style and be aware of his own role model function.

In view of the challenges of recent months, the attributes of optimism and positivity, the ability to create or maintain closeness in times of distance, and media competence have gained in importance.

MINDSET CHECKLIST FOR LEADERS

  • Self-reflection: willingness to deal with oneself and one’s own leadership style
  • perseverance, inner strength, stress resistance
  • optimism and positivity
  • being able to listen
  • being virtually and actually present
  • ability to make decisions, will to make decisions
  • going-beyond mindset: looking and reaching (“It works when …”)
  • desire to take responsibility and make a difference
  • openness to new things, courage to change, curiosity
  • identification with the company, entrepreneurial thinking and acting, taking complexity into account when proposing solutions (keeping the whole picture in mind)
  • being an enabler: Enjoying empowering people, motivating them without giving up on oneself
  • Appreciation and cooperation at eye level
  • Allowing different opinions
  • Strengthening team spirit
  • Being aware of the role model function
  • Establishing and maintaining closeness in times of distance
  • Being a rock in the surf
  • Radiating confidence

Potential analyses as methodological tools

In practice, a potential analysis can be used to find out whether a candidate is suitable for a leadership role. Potential analyses offer a medium- to long-term outlook on an employee’s development opportunities, deployment possibilities and concrete needs. There are various procedures for this. HR managers can, for example, work with biografical data collection or conduct a development interview with the prospective leader. Self-assessment or an external assessment obtained through peer rating or manager feedback are also meaningful tools. Psychological tests and development centres are often used. Leadership simulations or leadership games are also an interesting way to identify potential leaders. On this basis, potential candidates can better assess whether the step towards leadership is the right path for them.

CONCLUSION
Effective leadership begins with effective self-leadership. Those who aspire to a leadership role must be prepared to deal with themselves, their own personal development and the true motivations for such a role. In addition to the indispensable leadership skills, potential leaders also need a realistic idea in advance of what leadership means in the respective organisation and what tasks, expectations and requirements are associated with it.

The original german article was written forĀ blog.personal-manager.atĀ by

Anita Berger

Anita Berger

Executive Coach, Consultant, Trainer & Managing Partner MDI

Anita Berger is an executive coach, consultant and trainer specialising in leadership development and international human resource management. She is a partner of MDI Management Development International. For more than 15 years she has worked in management and leadership positions (among others as HR-
Director at Coca-Cola Hellenic and HR Manager at Konica Minolta Business Solutions).

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