Human Performance Management

"Crisis - What's that? How Hidden Champions get through crises untouched" - November 2020

Everywhere at the top levels one finds nothing but reactions – also in politics. The whole of Europe is deeply in dept. Animals, Climate and deceived people strike back because leadership elites show a high degree of inertia.

How do organisations deal with this actual crisis - and above all, what role plays team management during such profound transformation processes ? What new leadership structures are required in order to make it possible that these situations of crisis or, respectively, transformative stages can be fundamentally modified ? How can it be achieved that digitalization is essentially increasing the benefits of products and services and rendering enterprises more resilient against crises ? You will find answers to these questions given by the leadership transformation expert Prof. Günther H. Schust in his following article:

"Crisis - What's that? How Hidden Champions get through crises untouched".

I hope that my esteemed readers will be stimulated by this article to take everybody along and to support them in a way which enables them to join the tempi of the necessary radical transformation.

"Crisis - What's that? How Hidden Champions get through crises untouched" - November 2020 (PDF)

"Overcoming the crisis successfully - Time for a value-based leadership" - April 2020

There will be a time after the Corona Virus, a time which could start into a new future with a "reset". Companies, institutions and politicians should expand their knowledge and think about how to reposition themselves. Empathy, learning throughout life and sustainability should be given priority. In this context it would certainly do no harm to our civil society to reflect on value-based leadership and human resources.

"Overcoming the crisis successfully - Time for a value-based leadership" - April 2020 (PDF)

"Manager need a fast Mindset Change - to pass the Digital Transformation" - October 2019

It's particularly apparent, that human beings are very resistant to learning and changing. They only learn and change when pressure becomes too heavy and/or they have no other choice left. As well as executives use their positions for not having to learn anything new any longer. Thus less and less new knowledge is "produced" which the company and society urgently needs.

Thus, it is crucial for the progress of the company that executives and employees are able to anticipate customer requirements and environmental needs. The question in what the customer will be interested not tomorrow but the day after tomorrow (mega trends + solutions + new (digital + sustainable) technologies/systems + business models) dominates the competition.

The digital-technological change cannot be timely realized in a sustainable way, without a total paradigm change in the Neuronal-Brains (=DNA-Mindset) of Leaders and Human Resources, so called value based Double Digital Transformation according to Schust. Therefore, tomorrow's "new Leaders" will have to consist in establishing very important paradigm shifts.

I sincerely hope that my esteemed readers will be stimulated by this radical changes.

"Manager need a fast Mindset Change - to pass the Digital Transformation" - October 2019 (PDF)

"Intelligent Leadership in the digital Working World of the Future" - January 2019

The "digital revolution" is about to drastically transform the economy and the living conditions of many people. Creating new products,(AI-)systems and services and the application thereof allows people to lead an even more comfortable life. This, however, requires a radical rethink: The digital Revolution also needs a paradigm change in Leadership to reach the Value Proposition Impact (i.e. The valuebased Duplex-digital Transformation after Schust).

So the demands on Leadership Roles must be taken into consideration. I sincerly hope that my esteemed readers will be stimulated by my statement. Many thanks for your feedback.

Sincerely Yours,
Prof. Guenther H. Schust - Munich
Guest Lecturer and Alumnus Uni St. Gallen / Switzerland

"Intelligent Leadership in the digital Working World of the Future" - January 2019 (PDF)

"The Managers of tomorrow will be more successful -
when 're-thinking' the importance of leadership"

Time is running like crazy, and the environment people have to live in does not get any better, it becomes rather more costly, lacks emotion and is generally deteriorating ... Unfortunately, both leading managers and politicians fail to think about that. Tomorrow's leadership needs a paradigm shift for bringing people close to the pulse of events, to keep them there in order to prepare them emotionally for and support the necessary (environmental) changes and to acquire new skills in accordance therewith ...

Make sure to always identify the key employees and managers by considering the added value they create, i.e. what are the results they are expected to bring to the company by applying which capabilities and values. For doing so, apply scientifically founded Online Profiling Methods in order to avoid costly recruitment errors.

You can download this new article here as a PDF file.

"What it takes to be a 21st century leader"

This article has been uploaded in english under:

"An excellent article - and so is the book. What strikes me is that the 21st Century leader has the same challenges as the his/her predecessors had in centuries past - what has changed is the pace of change, the varieties of ways that leaders can communicate, in a multi-cultural world. The leadership lessons of the Art of War bySun Tzu (written around 500BC) aren't really that different from what can be found intoday's best selling management memoirs and texts.

Leadership is situational. Leadership and occurs at all levels literally from the individual learning to manage themselves to the global leader responsible for hundreds of thousands of people in every part of the world, Leadership is both a skill and a natural talent which becomes better with learning, doing, and being.

Ultimately, leadership is about bringing diverse individuals to achieve defined, common outcomes - if only for a few minutes or for a lifetime. The bigger and more diverse the organisation, the more complex the challenges. The article - and the book - communicate the why and "how to" very well, indeed."

-Lou Coenen

"Supportive Leadership -
The New Role of Executives in the 21st Century"

Leadership in the 21st Century needs a paradigm change!

Organizations will only distinguish themselves - from others on the market - by high level of values and self-responsibility, (mental) fitness and a faster learning, innovating and realizing capacity. Therefore leadership reaches a new dimension once it ceases to lay down rules, to be restrictive and controlling, but instead starts to offer initiatives and support according to the respective situation, to offer scope of action and encourage environment visions. Constant learning from (project) tasks will become everybody's goal - as well as - constantly learning from errors.

This ebook has been uploaded in english under:

This Book was quoted from the University of St. Gallen/Swiss as the best leadership book which was published over the last years.


Human Performance Management is the modern viewpoint of leadership
and personnel management for a successful company in the 21st century.

In the forefront of this there are the people in the company to be guided
to long lasting value creation. More than ever success depends on choice,
ability, creativity and goal-motivation of employees and their intelligent
way of working. Permanent qualifications to meet these demands are
becoming some of the most important competition factors for companies
and for the individual employees for survival on the professional level.

The book should be a motivation and help to the reader,
not to be content only with his (current) knowledge.

The textbook was published by Rosenberger Fachverlag, Leonberg.
It can be ordered on CD for a fee of 10,- € + MwSt
through direct contact with the Autor.

Günther H. Schust

Günther Schust