Get a clu - stories of business - by Caroline Caroline-Lucie Ulbrich

A modus operandi refers to your habits and ways of working. I love a good abbreviation and like to casually drop the reference to the "MO" in a conversation. Taking stock of your work MO is crucial as it might help you unearth work behavior blind spots. Once you have defined your MO, you can ask yourself whether you need several modi operandi at your disposal - for example, the ability to execute AND to strategize.

I enjoy networking for professional purposes. I like it so much that I created an online course pertaining to the subject. Based on many conversations I had with peers about this form of outreach, I know it doesn't come naturally to most. When you serve an organization, networking with your colleagues might be beneficial. But should you only focus on establishing solid contacts within the company? How about the outside world? And how much networking is too much?

At one particular corporation I served, the Head of Global Corporate Governance interrupted me during a meeting. She asked me who I was. I kept my cool, smiled and introduced myself, informing her I was a member of the consulting team she had hired. She chuckled and made a joke. The meeting continued smoothly. This podcast focuses on impressive senior stakeholders, how you can take your emotional temperature while serving them, and which bigger lessons you can learn from the interaction.

As a solopreneur, I rely on tools to make my life more efficient. I use scheduling toosl, newsletter tools or CRM (customer relationship management) databases. AI? Not so much. For the longest time, I was sceptical. What if I use ChatGPT and that all other users have access to its formidable responses to my information quest? And I changed my mind. I experimented with both ChatGPT and OpusAI, a software that analyzes media content. And am quite satisfied with the results.

Wizard CEOs ... are creative and know how to delegate. They create magic, they conjure up visions. What is so special about them? They really the employees, engage them in co-creation process and enable everyone to ... DREAM BIG! I talk about my experience having served one of these rare leaders at UBS Switzerland. If are curious about bottom-up transformations and co-creation, don't miss out.

When you have run several change projects, tackling your to-do list during the first 30 days is intuitive. You know what you have to do:
1) Reverse-engineer the project.
2) Map your stakeholders.
3) Come up with a customized communication strategy
4) Unearthing quick wins
5) Identifying roadblocks.
Why does it matter that you tackle these tasks during the first 30 days? As the Head of Transformation / Change, you instill structure and stability into the organizational system. That makes all others relax and helps you move in the right direction.