What leadership has to do with 'The Godfather'...

Many CEOs of NGOs, civil-society organisations, foundations, values-driven businesses - and yes- also those who are leading progressive political parties - are currently facing extremely demanding situations due to the political and economic climate. They are searching 24/7 for clarity in conflicts that naturally arise around money, resource scarcity, poor business conditions, power dynamics and polarization in society. Yes, this is the bigger picture but we all are also individuals, right? Let's put the lens there.
Leaders normally don’t come to seek for guidance because they want to become “tougher.” They come because they notice that they are increasingly putting themselves and their own interests aside in order to avoid conflict, protect relationships and jobs, or maintain peace within the system. They don’t want to step into the ring.

Or, as they say in *The Godfather*: “going to the mattresses”.

The problem is:
Often, the peace is gone anyway. And over time, they realize that their own interests have disappeared along with it.
To me, leadership does not mean having to become someone else.
Not more manipulative. Not colder. Not more power-driven.
Rather, it means recognizing that you are allowed - and required - to lead, and understanding that leadership requires a clear stance.
But leadership does mean stepping into your own agency - especially when power structures are difficult to navigate, financial security is at stake, and interests collide and make noise.
Many conflicts within organizations are ultimately conflicts of values. And that is exactly why “being more considerate” is often not enough. Sometimes, too much consideration violates your own sense of fairness toward yourself. That discomfort is there for a reason. Then there are the very concrete leadership conflicts that arise with employees and boards. That, too, is part of almost every advisory session.

So, I encourage leaders to seek clarity earlier:
How do we want to work together?
What kind of attitude or mindset does the team need?
What is acceptable — and what is not?
Because looking away in the name of harmony often leads to conflicts escalating until separation seems like the only option left. That’s why my work with leaders is not about stepping over others to get ahead.
It’s about developing new capabilities:
– Being able to hold conflict
– Understanding power dynamics without becoming cynical
– Representing your interests clearly without betraying your values
– Speaking clarity earlier
– Making decisions that don’t feel wrong

For that, you need a space where vulnerability also has a place.
And where, in the end - perhaps precisely because of that - a concrete plan emerges for how you can pursue your interests, even under difficult conditions and take your organisation, foundation or business to the next level.

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