"Most executives have no idea what it means to be a role model. You are not a role model if you think you can do something - only if you show how you’re learning to do it." As CEO and Topteam Coach, I know that change depends on authentically striving to learn and self-improve. Recognizing and accepting that I don't know and can't do everything, and that as a top leader I still have much to - and want to – learn makes me vulnerable. But it also liberates me: from the pressure of having to set an example, only to inadvertently realize that I am not up to the mark - no matter how much I try to suppress it. If you want a change process in your organization, start with yourself – this the truth, not a cliché. When I ask executives in front of their people what they want to learn, I usually get either no answer or a contrived one. Being a role model in learning: that is true change inspiration for others and yourself. With a "you go ahead and change; I'm already good enough" attitude, you’re guaranteed to drive a change process into the ground. At Timmermann, my colleagues and I shape change, for example, in agile or digital transformations, new strategies, reorganizations, or M&A processes. Together with our clients, we shape new work, including its architectural design. At the beginning of a change process, a topteam journey is often important, during which a leadership team embarks on a journey of change themselves. Because change requires many perspectives and forms of expertise, we are organized along 6 service lines: Timmermann Partners We shape organizational change with clients who reeeally mean it Timmermann Change Communication We help people to understand, internalize, and live change together Timmermann Architecture & Design We create spaces that inspire ideas, closeness, and results Timmermann Digital We use technology to help people change their mindsets & behaviors Timmermann Academy We enable people to improve themselves, others, and organizations Timmermann Social We use change know-how to help solve the world’s major problems If you have any questions for me now - for example, why I address you so informally even though you are a top executive, or how we could collaborate, please get in touch.