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Welcome to a New One-Year General Manager Learning Journey with four 2-day Modules
published by Gerald Renger on April 8th, 2024
Our General Management Program
'Corporate Entrepreneurship in China'
CEIC is finally scheduled to take off for a 3rd time in 2024 after our happy participants have recommended it since it started 6 years ago!
A slowing economy, fierce competition, and fast, disruptive change are posing unprecedented challenges to MNCs in China. Resilient, agile, and innovative enterprises can survive in this fiercely contested market - companies led by corporate entrepreneurs who understand customers well, read market trends, are adaptive, creative and know how to build high-performance teams that excel under pressure. As the business environment gets more uncertain and tougher company leaders must increase their involvement in business development, especially in China where senior managers often have more access to key decision makers. Strategic foresight, cognitive flexibility and openness to new opportunities are key. These challenges also call for new answers to leadership development.
That’s why we invite you to our third ‘Corporate Entrepreneurship in China’ program:
Delivered in a group coaching format it is flexible, highly user-focused, and practical. It provides you with just the right environment to engage in open interactions with coaches and peers and envision future developments.
That’s why we invite you to our third ‘Corporate Entrepreneurship in China’ program:
Delivered in a group coaching format it is flexible, highly user-focused, and practical. It provides you with just the right environment to engage in open interactions with coaches and peers and envision future developments.
The Uncommon Leadership Program
published by Gerald Renger on October 7th, 2023
Why an 'Uncommon Leadership Program'? In 2021, a global company asked if deloop Asia could offer specific leadership trainings adding increasingly relevant topics on to their existing development programs.
Six new training blocks were developed with many new models and tools based on recent scientific findings. Participants kept recommending them and more trainings were held highlighting the demand for these specific leadership skills.
The six topics are now put together to form the new 50-hour, half-year blended learning curriculum ‘The Uncommon Leadership Program’ which will start a first cohort later in December.
It is open to public enrolment. Join the Free Intro Meeting on DEC 15th 2023 at 7am GMT (click Teams Meeting Link) - kindly register by email.
Six new training blocks were developed with many new models and tools based on recent scientific findings. Participants kept recommending them and more trainings were held highlighting the demand for these specific leadership skills.
The six topics are now put together to form the new 50-hour, half-year blended learning curriculum ‘The Uncommon Leadership Program’ which will start a first cohort later in December.
It is open to public enrolment. Join the Free Intro Meeting on DEC 15th 2023 at 7am GMT (click Teams Meeting Link) - kindly register by email.
Leadership Development - Quo Vadis? Part 2: Blended Learning - Experiences
published by Gerald Renger on August 24, 2023
By 2022, ten international cohorts had been using deloop's eAcademy Cloud in our Blended Learning Leadership Programs. Feedbacks were so encouraging that more work was done and today the Cloud contains whole curricula for all leadership levels with complete video-recorded trainer inputs, learning material, instructions, tools and slides, and documentation.
The video discusses important learnings and the changes made to our Blended Learning Leadership Programs.
The video discusses important learnings and the changes made to our Blended Learning Leadership Programs.
Some benefits of Blended Learning:
- ideal for international groups who can't meet F2F
- flexible – learn anytime, anywhere
- strenghtens participant responsibility
- makes efficient use of the training time
- makes knowledge available 24/7/lifetime
- brings more flexibility in uncertain times ...
Click for
sample curriculum.
Leadership Development - Quo Vadis? Part 1
Cloud-supplemented Face-to-Face Training
published by Gerald Renger on June 24, 2023
Let me share how newly developed online tools and media enrich our Face-to-Face Leadership Development Programs, improve learning results, efficiency, and flexibility and are fun for our participants to use. Enjoy the short video intro and below sample links from deloop Asia's eAcademy.
This video briefly introduces how our state-of-the-art eAcademy Cloud takes the best of the F2F and blended learning worlds for best training results, efficiency, and flexibility.
This video briefly introduces how our state-of-the-art eAcademy Cloud takes the best of the F2F and blended learning worlds for best training results, efficiency, and flexibility.
How Can We Redefine Leadership in (Post) COVID Times?
published by Gerald Renger on July 21, 2020
What if our so called ‘external‘ crises are somehow connected to our inner life and self-leadership? How can we be and become more of the person, the leader who helps my-Self and our communities and teams to stay ‘above the line’ and develop solutions that bring us into balance with our environment?
The personal learning journey of ‘kindness to myself’ makes us stronger in facing crises and disruption and turns us into a leader for others too.
Date:
Aug 15th, 11:00 - 18:00
Price:
Regular: ¥ 1250
Early Bird: ¥ 1050 (until Aug 7th, 17:45)
Location:
WeWork Hunan Road
1F, 328 Hunan Road, Xuhui District, Shanghai
20 seats limited
SESSION GOALS AND TOPICS
This workshop gives participants an opportunity to learn from an experienced international leadership coach, and discuss and exchange experiences of how to reinforce and strengthen healthy learning and ethical leadership. The topics that will be covered include:
- How is our definition of leadership changing in 2020?
- How is the global crisis demanding us to redefine our expectations from leaders?
- How to foster a culture of learning, cooperation, and a healthy environment?
- Where does the individual come into the picture?
- How to adopt a future – oriented approach leading my Self, teams, and organizations?
For a deeper overview of the session,
visit this link.
Note:
- Lunch and snacks will be included in the session fee.
- We welcome participants from all age groups.
- Official invoice can be issued, with an additional 3% invoice fee.
Three Step Visioning
published by Gerald Renger on June 5, 2020
Your organization has a vision, can people describe it clearly – in a nutshell? Are they passionate about it? Does it guide their everyday actions at work? A vision that really inspires people? And is there a structured approach for creating one?
Interested leaders are invited to enroll in ‘Three Step Visioning – How Leaders Inspire Teams to Achieve a Shared Vision‘.
This self paced online course introduces the 3 step process that has been proven to create motivating visions and facilitate implementation, bring people together to work as a team and feel inspired. It contains practical tools and examples that will help your team focus, cooperate, and achieve your vision too.
Please feel free to inquire and share.
International Leadership Development Program – interactive group coaching
published by Gerald Renger on May 26, 2020
The new ILDP Blended Learning Peer Group is now open for enrollment: https://leadingculturechange.teachable.com/p/ildp
Q3 from Sat July 4th 2020 @ 8amGMT – 9am Berlin, 1:30pm Mumbai, 3pm Beijing, 4pmTokyo, 5pm Sydney.
Interactive Blended Learning incl. 1-1 coaching, peer group coaching, up to 8 leaders, 6 workshops, 4 months, many tools & videos.
Q3 from Sat July 4th 2020 @ 8amGMT – 9am Berlin, 1:30pm Mumbai, 3pm Beijing, 4pmTokyo, 5pm Sydney.
Interactive Blended Learning incl. 1-1 coaching, peer group coaching, up to 8 leaders, 6 workshops, 4 months, many tools & videos.
Leaders develop a culture of learning
published by Gerald Renger on May 19, 2020
Leaders make a difference. Their clear values, beliefs, purpose, and vision inspire people, change markets and connect society. Leaders are most effective when their personality reaches a level of awareness, connection, and appreciation that makes it easy for people to buy in and take ownership.
How can leaders create a culture that makes people:help each other – as the main foundation of trust and any shared solutions
Leaders enable this learning culture when their characteristics are:truthful – trust as the primary condition for people to solve problems
Impossible? Just because it is beyond today‘s imagination doesn’t mean we won‘t do it. We can.
How can leaders create a culture that makes people:help each other – as the main foundation of trust and any shared solutions
- observe – multiple systems dynamics and threats: ecological, economical, social, etc.
- connect – truthful communication, open and shared learning to stay smart together
- adapt – utilizing our different closed, open, random systems wisely to fit the situation
- act from Eco – safeguard mankind as part of nature, we are all connected
Leaders enable this learning culture when their characteristics are:truthful – trust as the primary condition for people to solve problems
- vulnerable – owning their fears and facing risks with a deep and stable inner calm
- appreciative – a strong value and kindness to themselves and others
- perceptive – open to the unexpected, the unthinkable
- courageous – have the courage to challenge their own beliefs and experiment
- humble – listening to learn, embracing the ‚not-knowing‘ depending on others
- flexible – open to new experiences and uncertain outcomes
- holistic – connecting the dots, look at interdependencies and detail, have a learning mindset
Impossible? Just because it is beyond today‘s imagination doesn’t mean we won‘t do it. We can.
Virtual Learning Opportunities
published by Gerald Renger on May 10, 2020
Why freeze valuable development programs – leaders are asking – when times of crisis are times for learning opportunities? Flexible, virtual platforms enable connection and learning for future companies and their customers especially when disruption is becoming the new normal. Our B2B eLearning packages help companies build them.
Digital learning solutions blend well with our fast changing world and help you tailor strategic development programs to a changing life and work style, global networking and – last but not least – to reduce costs and travel time.
While eLearning doesn’t cover all aspects of a live classroom it certainly provides good solutions in terms of learning flexibility, 24/7 access to quality content, and quite effective online group interaction. When cost and travel restrictions hit it is these virtues that stand out and boost or save your programs.
We started building eLearning for customers in 2005 and are currently completing our own platforms: ‚International Change Management‘ and ‚deloop Leaderships Skills’, basic, intermediate, and advanced. We can tailor these platforms to your needs with the quality you’ve known our team to provide for 20+ years. Our vast knowledge database makes us your fast and flexible partner for the virtual learning that your global audiences want.
Our B2B offer with samples and more info on:
eLearningDeloopAsia and on VirtualLearningOpportunities
Digital learning solutions blend well with our fast changing world and help you tailor strategic development programs to a changing life and work style, global networking and – last but not least – to reduce costs and travel time.
While eLearning doesn’t cover all aspects of a live classroom it certainly provides good solutions in terms of learning flexibility, 24/7 access to quality content, and quite effective online group interaction. When cost and travel restrictions hit it is these virtues that stand out and boost or save your programs.
We started building eLearning for customers in 2005 and are currently completing our own platforms: ‚International Change Management‘ and ‚deloop Leaderships Skills’, basic, intermediate, and advanced. We can tailor these platforms to your needs with the quality you’ve known our team to provide for 20+ years. Our vast knowledge database makes us your fast and flexible partner for the virtual learning that your global audiences want.
Our B2B offer with samples and more info on:
eLearningDeloopAsia and on VirtualLearningOpportunities
Please feel free to share and ask more. We are more than happy to hear and respond to your questions.
Virtual Leadership Coaching
published by Gerald Renger on April 18, 2020
It’s virtual leadership time: managers require more virtual coaching to reflect their current challenges professionally both 1-1 and as peer groups and teams.
Looking for the right coach for managers, teams, or simply to recommend an experienced, passionate professional to colleagues? A coach who has helped many leaders of all cultures, leadership levels and styles and who provides a clear structure, measurable goals, evaluation and highest quality standards with up to date assessment and coaching tools – both online and offline.
Looking for the right coach for managers, teams, or simply to recommend an experienced, passionate professional to colleagues? A coach who has helped many leaders of all cultures, leadership levels and styles and who provides a clear structure, measurable goals, evaluation and highest quality standards with up to date assessment and coaching tools – both online and offline.
This 3 minute video intro is for you. Please feel free to share.
Coach Credentials Gerald
“ … a highly individual training style that is tailored specifically to the needs of the different managers which is brilliant support.” – Kerstin Gessler, GM at Rolls Royce Ltd, Germany
“…a unique professional, who understands and appreciates both Western and Asian cultures, connects people from different backgrounds smoothly and helps them work together to achieve the company’s targets” – Weiming Zhang, Head of R&D and Sales, Heraeus US/China
“… a humoristic easygoing coach with an accurate and deep understanding of each trainees personal needs” – Simon Noome, Head of Customer Service, Liebherr Component Technologies AG, Straßbourg, France
“… one of the most influential and inspiring people I’ve met. His leadership coaching style is unique and precious. A powerful coach and trainer for executives in strategy and change.” – Marc Tran, GM Asia Sales at Woodward, China
“… triggers un-dogmatic thinking which is especially helpful with senior management.‘ – Andreas Liebheit, President and Head of global BU Chemicals, Precious Metal Pastes, Frankfurt, Germany
“Great to see you continue the excellent coaching and team development we have come to experience with you!” – Pete Horan, Senior VP Global Operations at Heraeus and at Bucknell University Singapore
‚Gerald is a born coach.‘ : Laurenz Awater, MD Innova Shanghai, coaching partner in CEIC: Corporate Entrepreneurship In China
“ … a highly individual training style that is tailored specifically to the needs of the different managers which is brilliant support.” – Kerstin Gessler, GM at Rolls Royce Ltd, Germany
“…a unique professional, who understands and appreciates both Western and Asian cultures, connects people from different backgrounds smoothly and helps them work together to achieve the company’s targets” – Weiming Zhang, Head of R&D and Sales, Heraeus US/China
“… a humoristic easygoing coach with an accurate and deep understanding of each trainees personal needs” – Simon Noome, Head of Customer Service, Liebherr Component Technologies AG, Straßbourg, France
“… one of the most influential and inspiring people I’ve met. His leadership coaching style is unique and precious. A powerful coach and trainer for executives in strategy and change.” – Marc Tran, GM Asia Sales at Woodward, China
“… triggers un-dogmatic thinking which is especially helpful with senior management.‘ – Andreas Liebheit, President and Head of global BU Chemicals, Precious Metal Pastes, Frankfurt, Germany
“Great to see you continue the excellent coaching and team development we have come to experience with you!” – Pete Horan, Senior VP Global Operations at Heraeus and at Bucknell University Singapore
‚Gerald is a born coach.‘ : Laurenz Awater, MD Innova Shanghai, coaching partner in CEIC: Corporate Entrepreneurship In China
From Covid19 to Climate Change
published by Gerald Renger on March 31, 2020
A New Global Learning Culture & Future Leadership
Change happens. Yesterday’s ‚impossible’ is today‘s imperative. A virus has been bringing people together globally faster than any politician or spiritual leader has. Incredible what we can do together. We may need it more very soon. A struggling climate and eco system will impact our lives a lot more than a virus. Have we got the values, systems, culture, and leaders yet to master it?
It has become clear that
Our culture of competition is not helpful when faced with that kind of global crisis. Time to check priorities and face reality.
What‘s so challenging? With a 14 day time delay of cases showing up in the statistics leaders had to take tough decisions long before there was proof. These had to be based on evidence collected in other countries (that they may not trust) with different health systems (that they may not feel a need to learn from). A very tricky part was that lethality not too far from that of a typical flu made an emergency state questionable. The real threat didn’t show until a tsunami of ICU patients was flooding hospitals pushing up mortality. In spite of the limited danger airline crews were refusing to service certain routes as the fear of on an unknown health risk from this new virus was triggering an even bigger wave of social defense. This plus cultural and political borders turned covid19 into a global crisis and an almost unmanageable complex dynamic system.
It shows how our existing thinking obstructs global crisis prevention and management.
Change happens. Yesterday’s ‚impossible’ is today‘s imperative. A virus has been bringing people together globally faster than any politician or spiritual leader has. Incredible what we can do together. We may need it more very soon. A struggling climate and eco system will impact our lives a lot more than a virus. Have we got the values, systems, culture, and leaders yet to master it?
It has become clear that
- whistleblowers save lives (everywhere)
- the TV pictures are closer than we think
- we are all connected
- we are all equal
- cultural, country, and political borders are irrelevant
- blame doesn’t help
- you can‘t stop it without the whole world having equal access to protection and help
- no one knows the solution until we are in it
- you cannot lead ignoring or twisting facts
- it is not easy to learn from the mistakes of others
Our culture of competition is not helpful when faced with that kind of global crisis. Time to check priorities and face reality.
What‘s so challenging? With a 14 day time delay of cases showing up in the statistics leaders had to take tough decisions long before there was proof. These had to be based on evidence collected in other countries (that they may not trust) with different health systems (that they may not feel a need to learn from). A very tricky part was that lethality not too far from that of a typical flu made an emergency state questionable. The real threat didn’t show until a tsunami of ICU patients was flooding hospitals pushing up mortality. In spite of the limited danger airline crews were refusing to service certain routes as the fear of on an unknown health risk from this new virus was triggering an even bigger wave of social defense. This plus cultural and political borders turned covid19 into a global crisis and an almost unmanageable complex dynamic system.
It shows how our existing thinking obstructs global crisis prevention and management.
- National entities protect themselves in pandemics.
- Patchy health systems with are perfect fast roads for viruses.
- Global inequality leaves whole countries without proper health systems.
- Federal states and democracies have taken far too long to take unpopular decisions.
- Autocratic leaderships make whistleblower‘s lives difficult.
- Trust is eroding in trade or military wars making global sharing impossible.
- A blaming culture leads to a lack of learning from the perceived culprits.
- A feeling of ‚being better‘ creates a Titanic – like arrogance preventing learning.
It is time to come together. How can we create a culture that makes us:
Leaders enable this learning culture when their characteristics are:
Impossible? Just because it is beyond today‘s imagination doesn’t mean we won‘t do it. Let‘s lead this change.
- help each other – as the main foundation of trust and any shared solutions
- observe – multiple systems dynamics and threats: ecological, economical, social, etc.
- connect – truthful communication, open and shared learning to stay smart together
- adapt – utilizing our different closed, open, random systems wisely to fit the situation
- act from Eco – safeguard mankind as part of nature, we are all connected
Leaders enable this learning culture when their characteristics are:
- truthful – trust being the primary condition of people solving any problem
- vulnerable – owning their fears and facing risks with a deep and stable inner calm
- appreciative – a strong value and kindness to themselves and others
- perceptive – open to the unexpected, the unthinkable
- courageous – have the guts to question own beliefs, push promising experiments
- humble – listening to learn, humble inquiry, embracing the ‚not-knowing‘
- flexible – open to new experiences and uncertain outcomes
- holistic – connecting the dots, use interdependencies more than detail, learning mindset
Impossible? Just because it is beyond today‘s imagination doesn’t mean we won‘t do it. Let‘s lead this change.
How the covid-19 crisis can show us the way to better leadership
published by Gerald Renger on March 30, 2020
I had video-chat with my brother yesterday to congratulate him on his 60th birthday. Like in most families these days we couldn’t quite cut out the current covid19 crisis. We quickly agreed that it resembles the ‚Fall of the Berlin Wall‘. Just much bigger. People from all over the world are sending emotional messages in their circles of friends and colleagues trying to ask or convince the other of their views.
As critical Western virus experts challenge poltiticians for unnecessarily limiting individual freedoms Asian people remain relatively calm about the generally accepted restrictions.
In the midst of all the damage and losses, all the emotional statements, judgments, and blame that is filling news and posts let us explore how we can actually grow and learn from this together. Having lived in Berlin, in Stuttgart, in Melbourne, and now Shanghai with my Chinese family, working with leaders from all continents and cultures both in Asian and Western worlds I feel my perspective may help making sense of the current situation and what we can do about it together. Seldom before was it so visible how one person‘s thinking and actions can impact people‘s lives everywhere. So let‘s take a look at how we think.
Australian firefighters spoke of an unprecedented magnitude and speed of bushfires in early 2020. A few weeks later, covid19 is grounding airlines, cancelling football leagues and postponing the Olympics – all unthinkable until recently. As the use of ‚unprecedented‘ takes off at the speed lightening we are whitenessing how our existing logic is put to the test. Fast.
What if huge bushfires, an unknown virus, or climate change and the ensuing social, economic and environmental dynamics cannot be grasped and managed using our existing knowledge and perception? While virus experts are busy discussing statistics comparing it with the normal flu Lufthansa crews refuse to fly certain routes and a tsunami of ICU patients is bringing doctors and nurses to their limits. What if no one is ‚right‘ and world leaders struggling themselves? Can we grant leaders the right of ‚not knowing‘? How must we and our leaders think, behave, talk, and act to find trust and guidance in uncharted territory so we feel safer? How to even tell the ‚unprecedented‘ from the ‚familiar‘?
Awareness of and experience with complex systems dynamics seem to matter more today. It’s not so much the virus itself but people‘s reaction at its unknown consequences that is grounding flights and delaying the Olympics.
Covid19 as ‚systems dynamics‘ is showing us how remote possibilities can quickly turn into global threats – be it real, perceived or both – and how the predictability of our lives is becoming a thing of the past making VUCA (volatile uncertain complex ambiguous) situations more frequent.
My brother smiles as he looks over last week’s news: ‚just a lot of nonsense costing hours of television time‘ he says.
Let’s discuss how our different cultures, systems, and leadership styles lead to different outcomes. This can enable learning on all sides and potentially reduce conflict and finger pointing. The fact that some countries where controlling the virus more effectively than others offers an opportunity and mustn’t lead to blame. At this moment, the crisis is far from over so no country has all the answers. Why not reflect the different approaches to form a bigger picture without expecting a ‚right’ answer? As we become able to share and really listen to different approaches we might find more promising solutions in the future and, what’s more, togetherness. Maybe it is this togetherness and trust in being honest with each other that will make us feel safer again. And we may develop a shared understanding of how to assess and assign future leaders and trust them too.
As I personally believe that judgemental discussions hamper learning I am asking you to share open questions and reflections only. Wishing the best to everyone,
As critical Western virus experts challenge poltiticians for unnecessarily limiting individual freedoms Asian people remain relatively calm about the generally accepted restrictions.
In the midst of all the damage and losses, all the emotional statements, judgments, and blame that is filling news and posts let us explore how we can actually grow and learn from this together. Having lived in Berlin, in Stuttgart, in Melbourne, and now Shanghai with my Chinese family, working with leaders from all continents and cultures both in Asian and Western worlds I feel my perspective may help making sense of the current situation and what we can do about it together. Seldom before was it so visible how one person‘s thinking and actions can impact people‘s lives everywhere. So let‘s take a look at how we think.
Australian firefighters spoke of an unprecedented magnitude and speed of bushfires in early 2020. A few weeks later, covid19 is grounding airlines, cancelling football leagues and postponing the Olympics – all unthinkable until recently. As the use of ‚unprecedented‘ takes off at the speed lightening we are whitenessing how our existing logic is put to the test. Fast.
What if huge bushfires, an unknown virus, or climate change and the ensuing social, economic and environmental dynamics cannot be grasped and managed using our existing knowledge and perception? While virus experts are busy discussing statistics comparing it with the normal flu Lufthansa crews refuse to fly certain routes and a tsunami of ICU patients is bringing doctors and nurses to their limits. What if no one is ‚right‘ and world leaders struggling themselves? Can we grant leaders the right of ‚not knowing‘? How must we and our leaders think, behave, talk, and act to find trust and guidance in uncharted territory so we feel safer? How to even tell the ‚unprecedented‘ from the ‚familiar‘?
Awareness of and experience with complex systems dynamics seem to matter more today. It’s not so much the virus itself but people‘s reaction at its unknown consequences that is grounding flights and delaying the Olympics.
Covid19 as ‚systems dynamics‘ is showing us how remote possibilities can quickly turn into global threats – be it real, perceived or both – and how the predictability of our lives is becoming a thing of the past making VUCA (volatile uncertain complex ambiguous) situations more frequent.
My brother smiles as he looks over last week’s news: ‚just a lot of nonsense costing hours of television time‘ he says.
Let’s discuss how our different cultures, systems, and leadership styles lead to different outcomes. This can enable learning on all sides and potentially reduce conflict and finger pointing. The fact that some countries where controlling the virus more effectively than others offers an opportunity and mustn’t lead to blame. At this moment, the crisis is far from over so no country has all the answers. Why not reflect the different approaches to form a bigger picture without expecting a ‚right’ answer? As we become able to share and really listen to different approaches we might find more promising solutions in the future and, what’s more, togetherness. Maybe it is this togetherness and trust in being honest with each other that will make us feel safer again. And we may develop a shared understanding of how to assess and assign future leaders and trust them too.
As I personally believe that judgemental discussions hamper learning I am asking you to share open questions and reflections only. Wishing the best to everyone,
Tomas Pueyo: Decision making in the current situation of uncertainty
published by Gerald Renger on March 13, 2020
If you’re a leader here’s relevant data and statistics for decision making in the current situation of uncertainty. Highly recommend reading this article by Tomas Pueyo
https://medium.com/@tomaspueyo/coronavirus-act-today-or-people-will-die-f4d3d9cd99ca
https://medium.com/@tomaspueyo/coronavirus-act-today-or-people-will-die-f4d3d9cd99ca
Connection, love, and leadership
published by Gerald Renger on April 28, 2019
Feeling connected, accepted, and loved is what everyone wants. In my work as a coach people around the globe from all walks of life agreed that the greatest fear is that of not being worthy of love and connection. Top leaders, leaders, just all of us. The ability to listen, connect, and act in a meaningful way depends on whether we need to defend our being ‘a lovable person’ or whether we can skip that subconscious personal issue and focus on the topic at hand.
Most conflicts have no model solution, you can always question a model: OS vs Windows, democracy vs one party states, Bible vs Koran, developed vs developing…
The ability to connect begins with the ability to love myself the way I am – Free from a desire to convince others. By loving myself, regardless, … I allow other people to connect with me and do the same and we are connecting as humans beyond self inflicted limitations. No system can do this for us. We have to do it as the people we are. After that any solutions will be our solutions. Without that connection there are no smart solutions because the non-connected will question and fight them.
Most conflicts have no model solution, you can always question a model: OS vs Windows, democracy vs one party states, Bible vs Koran, developed vs developing…
The ability to connect begins with the ability to love myself the way I am – Free from a desire to convince others. By loving myself, regardless, … I allow other people to connect with me and do the same and we are connecting as humans beyond self inflicted limitations. No system can do this for us. We have to do it as the people we are. After that any solutions will be our solutions. Without that connection there are no smart solutions because the non-connected will question and fight them.
Hello from Shanghai
published by Gerald Renger on February 28, 2019
Meeting my friend Sandy
