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Leadership is the most important ability of our times. This is the Podcast for leadership enthusiasts in Europe. The show is about Business, Live, Corporate-IT and entertainment. For successful leaders and for those who want to become successful leaders.

Live it - Lead IT Olaf Kapinski

    • Wirtschaft
    • 4,6 • 13 Bewertungen

Leadership is the most important ability of our times. This is the Podcast for leadership enthusiasts in Europe. The show is about Business, Live, Corporate-IT and entertainment. For successful leaders and for those who want to become successful leaders.

    023 I Want More Money

    023 I Want More Money

    So, you want more money don’t you? I think we all do. As humans we can never have enough and this is an issue that I think is very relatable. Most of us have this issue at one point or another in our professional lives. In this episode I will discuss the ways in which to bring up this issue with your company and how to approach it if you want the best chance of success.

    "The key to getting that raise you want is value."

    The bottom line is this: when an employee comes and says “I need more money,” nobody cares. I’ve heard so many reasons for why my employees need more money! Some of the more ridiculous ones include economic inflation, getting a divorce, or even buying a Porsche! My response was always, “Yea, not my problem!” Asking for a pay raise just doesn’t work this way and it is a totally wrong approach. The key to getting that raise you want is value. Think about that. How much value do you, as an employee, bring to your organization? If you are paid a certain amount and you decide that it isn’t enough, downing tools is not the answer! In my eyes, if you decide to do 80% of the work just because you feel you aren’t getting paid what you deserve, you are a criminal! I would throw you out of my company. The smarter was is to deliver 110-120% so that your boss is happy with you and is more open to giving you a pay rise next time.

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    "You are a good employee when your manager sees you as one!"

    Now let’s speak about the average employee, how do you determine their value to the organization? My thesis is that you are a good employee when your manager sees you as one! Understand where your value comes from and how it is determined in your organization. Make sure that you can gauge how you’re doing, for example with an annual performance review. Your manager should know that you want more money. This should come across as information, not as bribe or blackmail! Additionally, I would not talk about money; instead focus on talking about responsibility. That sounds much better, and of course everyone knows what you really mean. Talk about your value to the company and how you want to become more important.

    "Know your value in the organization!"

    You must also understand the rules involving raises in your organization. Some companies only give raises at certain points of the year. Another issue may be that there is a union that organizes raises. Be aware of the rules and how they impact you. In summary, how do you get more money? The process is similar to how you should go about getting promoted. When an employee says that they want more responsibility, that sounds like he is ready for a higher position! A higher position goes together with a higher salary.

    • 16 Min.
    022 Three types of Power

    022 Three types of Power

    In one of our earlier episodes I touched on power and how there are three types of power. The three types off power are: role power, expertise power, and relationship power. I will explain how these types of power differentiate but I wanted to list them first in the beginning because I love structure!  

    3 Types of Power* Role Power – I am the boss!* Expertise Power – The expert is always right!* Relationship Power – Positive relationships get things done! 

    "People do things because their manager tells them to!"

    Let’s begin with the first type, role power. Role power is when you are the manager. By definition what you say will be law for your employees. Role power relies heavily on hierarchical structure; all companies have this structure and once you join you are agreeing to abide by this. This is the type of power that you see people execute most often in the business world. People do things because their manager tells them to! Think about this example, if your boss tells you to do something you don’t want to, you don’t dare challenge them because what they say goes. Be careful with this type as everything you say as a manager comes from this type of power. The second type of power is expertise power. An example of expertise power is when there is a big project and a company hires a professional to consult. Everyone accepts the advice of the consultant because they are the expert in this particular field. Expertise power brings with it the ability to change a project directly or indirectly. Everyone trusts the expert right? This type of power is extremely powerful and has a lot of influence. However, expertise power can be limited especially because I have seen expertise power revolve around a 15 minute conversation.

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    "Everyone trusts the expert!"

    The third and final type of power is relationship power. I saved the most powerful type for last! A great example of relationship power goes like this: imagine a big room full of people and there’s a problem with a project. No one knows what to do. So a certain person that is always known for reasonable proposals has an idea. Everyone agrees and starts the process! This is relationship power because if another person would make this proposal, half the room would look at him like he was crazy! They would just think,

    • 16 Min.
    040 Disney Strategy

    040 Disney Strategy

    In this episode of Live it, Lead IT! I am going to be talking you through the Disney Strategy, a straightforward, effective tool based on three distinct stages to help you realise your dreams.“The Disney strategy says: Start with the dreamer phase. So dream, dream, dream!” Do you want an average life, or do you want to live your dream life? While it takes courage to reach for the stars, as soon as you start imagining what your ideal life looks like, you can work toward its realization. To achieve that life, you have to start with visualization – you cannot realise what you can’t imagine.So how do you go about dreaming up an image of your ideal life? My best advice to you is to head out into nature, void of any gadgets or other distractions, and let your imagination run wild. Often, when thinking about life goals, people believe that they are undeserving, or that their desires are unrealistic. Put all of these concerns to one side and imagine what you would love to be doing for the next five or ten years. Try to avoid overcompensation, where you only picture having those things that you don’t have now. For instance, time to spend on a beach in an exotic location. Ask yourself if it will really fulfil all your desires.Once you have a clear picture in your head, create a vision board. Preferably using a large sheet of paper, collect images, whether you print them off the internet or cut them out of magazines, to create a visual representation of your dream. Keep it somewhere visible where you can see it often.“The realization phase opens the world of opportunities!”Now that you have created a clear image of your dream life, you will need to start planning how to get from where you are to where you want to be. Treat this as a project plan and break down the steps you need to take you to realise your ideal life into smaller chunks. Don’t overcomplicate it and be sure to write it down.“What will I have when I live in that dream life? Think of the Consequences!”The third and final part of the strategy is to consider the consequences of realising your dream. You will need to ask yourself several questions to assess what the outcomes are of you living your ideal life. These include, ‘What will I have when I live my dream life’, these will include all the positives of you achieving your dream, which might include recognition in your industry or a larger wage; ‘What will I no longer have when I live that dream life’, which might include for example a boss that you need to answer to on the positive side; and ‘What might I miss when I achieve my dream life’, which for example might include less time with friends or loved ones. This latter question asks us to focus on the positive things we have in our current life.“Use Disney’s strategy to make a huge step in your life.”The beauty of the Disney strategy is the simplicity of the three phases. Be sure to spend most of your time focusing on the dream phase and try to expand your horizons as much as possible to ensure you are not limiting your ability to dream. Try reading books or studying others to explore new options. Dedicate a quarter of your time to the realisation phase as this is where you will see how you can move closer to your dream. Finally, spend the rest of your time on the consequences, as the final stage. Use the Disney Strategy to take a massive step in your life in the right direction, and, if you can please share the results with me.Happy dreaming till next time.Stay in lead!Olaf Kapinski

    • 29 Min.
    039 Projects: Agile or Waterfall?

    039 Projects: Agile or Waterfall?

    “Can we do this Agile, please?” “No, we can’t!”

    Still, so many IT-coworkers are (t)asked to do this project agile, rather than “classic”. I believe, this is the wrong approach: Use the right tool for the problem.

    Today’s Episode will define the criteria which leads to use waterfall or agile methods executing a project:

    * Complicated tasks shall be done using waterfall

    * Complex projects best are approached the agile way

    To give a very short differentiation here: Landing on the moon was complicated. A child’s birthday is complex.


    This Year’s LeadershipStars Program will have a focus point on those methods. Mail me, if you are interested!

    Stay in lead




    • 22 Min.
    038 You do not want to digitalize

    038 You do not want to digitalize

    I work with People responsible for IT and even in 2020 I hear statements like “Olaf, I shall digitalize, can you help?”

    • 13 Min.
    037 The first and most important Leadership-Tools

    037 The first and most important Leadership-Tools

    “Perhaps in your countless episodes, there is already this hidden theme somewhere: What do you think are the first “tools/methods” that a manager should learn, use and above all improve? “

    That was the question on Xing, the German competitor of LinkedIn. I was surprised that I couldn’t come up with an episode right away, nor did I find anything exactly fitting in the archive. Over 280 episodes and still no such summary? Let’s go!

    The first and most important management tools

    I have formed four segments and now recommend something for each one.

    Management Philosophy

    The profession of a manager is rarely defined and certainly not uniformly described. This starts with the names of the hierarchy levels and does not end with the different understanding of goals.

    Often it is a mixture of laziness and ignorance, which then says sentences like “Staff Meetings are done by HR for us.”

    Prof. Dr. Fredmund Malik has laid the foundations here with “Leading Living Performing” and created a uniform and universally applicable management definition. I can only advise every manager to have read the book and do it again and again.

    Management tools

    Anyone who takes on personnel responsibility changes careers. Away from the specialist to the manager. The new job is no longer about the specialist tasks, but about getting other people to do the right things for you. The new job is about people, no longer about the profession. If you don’t want or can’t do this, please leave the task to someone else! We already have enough bad managers.


    To interact with other people, communication is necessary. Communication is a craft that needs to be learned. Good leaders have even mastered it.

    There is a whole range of models for communication. Many theories, much structured knowledge. Managers want to make it their hobby, so to speak.

    I teach some models in the LeadershipStars Program that I find very helpful. In the coming program, this area will be expanded again heavily.

    Some recommendations:

    * Communication Styles

    * Schulz von Thun’s “Four Page Model”

    * Much of the neurolinguistic programming is directly usable

    You are interested in interpersonal communication. Selling, arguing, convincing, all just communication.

    But there are three tools that I consider fundamental and say that every manager must know, be able and use them:

    One on One

    Regular discussions with the employees.


    The only way to get permanently better employees


    They are still the biggest item on the calendar for many people and just as often there are complaints about poor meetings.

    Specialist tools

    In addition, each profession has its own specialist knowledge and methods. How your field is to be organized is probably already exhaustively described in several papers. For my IT department, ITIL is always being used.

    However, all managers want to be professionals in project management. Here is the standard PRINCE2.

    Again and again I can only recommend that you build your own area of responsibility along established standards. Understanding these and adapting them to your own needs is the fastest way to success.

    The third specialist tool is to align the organization with the goals to be achieved.

    I have already published a lot about this.

    Stay in the lead


    • 19 Min.


4,6 von 5
13 Bewertungen

13 Bewertungen

Judith Geiß ,

Great Podcast with a different view on daily business

I am already a fan of "Leben führen" but Live it - Lead It put another light on the same topics. More direct and concrete. Hopefully more to come.

Jaki74 ,

Hear it love it

Great i simply love it

michael-retzlaff.de ,

Leadership at it’s best!

I am already a fan of Olaf‘s German podcast „Leben führen“.
The English version puts another light on the same topics as in the beginning of the German version. There are years between them and you can greatly benefit from Olaf‘s growth in that time.
You can literally feel his passion for people.
For me it‘s the best podcast for leadership!

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