I support managing directors who have to make decisions that are technically necessary but difficult for other people to accept – for example, in cases of separations, performance issues, or restructuring.

For many, this is personally stressful because they have to weigh the well-being of the company against that of the individual, often alone in the process. Often, the solution is clear. The difficult part is internally supporting it and calmly advocating for it. And yet, sometimes people wait too long – with negative consequences for both people and the company.

What are the concrete benefits? Clear decisions have an impact. Decision-makers save an average of around 200 hours of management work per year because iterations and corrections are eliminated. Projects are implemented faster, and responsibilities remain clear. The effect is also evident in the economy: a margin improvement of 2–3% is realistic. Clear communication pays off.