As a leader, separate your inbox and your outbox forever.
Again, if you would believe me when I say that I did my research without coming up with this, I could finish my article right now.
Dorottya Nagy-Jozsa PCC
today
2025-01-09
label
ENG, English tag
Picked Up
As a leader, separate your inbox and your outbox forever.
Again, if you would believe me when I say that I did my research without coming up with this, I could finish my article right now.
The Learning Progress Paradox
Happy New Year 2025 - Where We're Still Stuck at Step Zero While Perfecting Step 23344440...
Anti-Social Behaviors Are More Contagious
We love talking about vulnerability in leadership – how it builds trust, fosters connection, and makes us “authentic.” Sounds great, right? But here’s the inconvenient truth: vulnerability comes with consequences.
Are We Really Dumber Than Crows?
Autumn is rushing by so quickly – I’m barely landing at one conference before I’m off to the next. There’s hardly a moment to stop and absorb what I’ve just heard, except maybe at red lights.
We don't honk here.
"We don’t honk here." the car rental guy informed me as I picked up my Jeep - five times bigger than me - for a drive out of Denver after Inclusion 2024.
WHAT ABOUT YOU?
Working with #nofilter.
We feel good when we are in a no-filter, straightforward, transparent environment. So, after 10-15 years of experience in multinational companies, SMEs, startups, regional businesses, we all decided 8 years ago to ditch our corporate coats and form a team of experts coming from the most diverse professions. We’ve been working together ever since to create great places for ourselves and our whole generation. What keeps us together is openness, dynamism and unvarnished honesty. If you have the same values, we’ll love working together. No matter if it is leadership, organisational or process development.
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Learning & Development
Who is Y2Y for?
For SMEs
We have overseen a generation change in a family-owned business, done crisis management at an advertising agency, conducted communication development in a construction company through personal coaching and held a series of generational workshops to revitalize a traditional family business. We loved all of them. Due to their varying size, companies with ten employees can be very different from a 250-strong medium enterprise, but they often have one thing in common. Everything depends on what is in the managing director’s head. If there’s order and clarity there, it can trickle down to the organization very nicely. You don’t necessarily need a full organization development project. What others spend millions on by hiring a consulting firm can often be very effectively managed by the director through a single coaching process. But somebody must do it. If you want your company to leave micromanagement behind, you must develop the middle management and the processes. Empowerment, authority, transparency. The will needs to come from you. We happily deliver the means.
For multinationals
Let’s start with the good news: when it comes to hiring organization development experts and coaches, multinational companies are at the top of the food chain. The bar is low, no question. Although it’s too early to call it a common practice, more and more top managers use coaches at some point in their career. We’re not only targeting them, though. Our mission is to promote the coaching culture, for which the younger generation is key. I mean the talents that the company wants to rely on in 5-10 years. Talent management or graduate management programmes are often in the focus of companies. However, there’s only an infinitesimally low number of businesses where talents are given individual coaching beyond the general programmes, even though every survey confirms that Generation Yers/Zers are much more attracted by the significantly richer toolkit of individual coaching. You can read a lot about us, the Gen Yers here or in the publications of other organizations, but most articles still refer to us as if we were a special species that you need to learn how to handle. You don’t need to learn to handle us. Just learn to motivate us. We can function on our own, well or badly, that’s a matter of your point of view, but either way, quickly. We don’t stay long at one company; we soon lose our motivation and it’s hard to get us to commit. You could at least try, though. However, the company laptop, the home office and the free cornflakes might not suffice. You don’t need to give up on Gen Yers and accept that they spend no more than 3 years at a company. You can do something about it, because there’s a lot of evidence that the investment into Gen Yers can pay off. It may be difficult to get their motivation up, but once you’ve done it, you’d better brace yourself if you want to keep up with them. We are faster to adapt, learn and grow than any of the previous generations. Also, no matter you decide to try and chain them to your company or accept that you will quickly lose your Yers, you can only put off the problem temporarily either way. Today you can still hire a Gen Xer instead of a corporation-hopping highflyer Gen Yer, but what happens in a few years’ time? According to generation gurus, 50% and 75% of the entire labour market will consist of Yers by 2020 and 2025, respectively. What you need to learn is not how to handle Gen Yers, but how to retain them. There’s no Plan B. To solve this problem, we usually recommend laying down (either on your own or together with us in a workshop) how you want to reduce your fluctuation. Develop a strategy to build a generation-independent organization. Then start carrying it out. If you want to know how we can help you with that, check out our services.
For startups
Startups didn’t use to focus on L&D, either at individual or group levels. Today however, you can safely say they do. In some part thanks to us, perhaps. There are very few executive jobs that require you to undergo a complete transformation, let alone many transformations in no more than a few years. The startup CEO is like that, though. Just think about it: they must be able to run a zero-mile business, then a company after its first failed MVP. Next, they need to manage a firm after its seed-stage funding, then another that burnt all its funding two months earlier than planned. Then they must run a business after the second round of investment which took two years of door-to-door peddling to get. Then a company after the exit, then another one that is reaching its mature phase. Next up: a company with 3, then 15, then 100, then 300 employees, while the number of sites has grown from the original 1 to 12. Multinational corporation CEOs are never expected to do all this, but they still get a coach. In contrast, the startup CEO’s head simply falls in the basket if they prove inadequate at any of the milestones above. Investors invest in people, too. In fact, people are the primary targets of investment. If you want to avoid the constant feeling of having bitten off more than you can chew, if you want to grow from a momentum-driven CEO that works around the clock into a conscious, wise regional CEO that has built up a multi-level management system, you need to develop more and faster than any other executive in the market. That’s what business coaching is for. That’s what we’re for. If you look at our referrals, you can find many startups among them. We hope their numbers will grow because we love them, regardless if they are small and immature or large and disorganized. Because they have some good dynamics going on, but they must care for it, which requires process development, organization development and team coaching. And a highly aware CEO.
For you
We work for you if any of the things below apply to you: You got stuck in your career. You don’t know if you’re at the right place, or if it could be better somewhere else at all. Even though you’re in your 30s, you seem to demonstrate burnout symptoms. You love your company, but you have no idea where you want to be in two years’ time. You want to change your career, but you don’t know how to start. You have a company and a team to support you, and you think it used to work, but you lost the reins somewhere on the way. As a top manager, you don’t feel like analysing your middle managers, let alone the KPIs. You’ve been making plans for ten years, but somehow your energy runs out before you could start. If any of the above applies to you, contact us and you’ll need no more than 20 minutes to figure out if you need us or not. If you come as an individual client, we always encourage you to try and get your company pay for your coaching. 9 out of 10 succeed. Most companies would give it as a perk if their employees asked for it. So, ask for it!
Worked with us
