When I first picked up this book, I was curious to see what awaited me. What did I expect? A dry guide on leadership, difficult to read, and probably anything but entertaining or engaging.

Rarely have I been so wrong.

Ronald Thoma manages to address, in a humorous, human, and profound way, how important it is to know and develop your own strengths. How crucial a radical shift in perspective is – toward true potential development through a lived focus on strengths.
“You are not broken” is not a book about weaknesses – it’s about being human in an often overwhelming world. The author impressively shows that good leadership, healthy development, and real impact do not come from perfection, but from maturity, self-awareness, and the courage to be authentic.

It takes maturity for talents to become strengths. Feedback to grow. Psychological safety to receive feedback. And an environment that allows all of this.

In “You are not broken”, Ronald Thoma shares his personal journey to the realization that it’s truly about strengths, emotional intelligence, and genuine impact – not about self-optimization and deficit orientation.

This book is for everyone. Whether in your circle of friends, family, or professional life, the advice and insights can be applied in many areas. And for those who see leadership not as control but as culture, this book offers smart impulses, reflection questions, and practical tools.

A clear recommendation for anyone who works with people – or wants to start with themselves. This is not your typical guidebook – it’s a true source of inspiration.

For almost two months now, I’ve had the privilege of being on board at ARGO. I still don’t fully understand all of my future responsibilities, but I’m slowly beginning to sense what might be ahead – and finally, after over 20 years in the workforce, I get to be myself. I can show my strengths and let my weaknesses be where they are. For the first time, weaknesses are not at the center of my workday. And now I get to experience what it feels like to work in a strengths-based environment.

“Progress requires wisdom and courage – machines lack both.”

I knew I wasn’t about to embark on light summer reading and expected a rather dry subject. Right once, wrong once!

From the very beginning, the book captivated me and challenged me to pause and reflect on my own experiences. So it’s definitely not a book to read in one sitting, and I wouldn’t recommend doing so either!

What’s it about? The possibilities offered by digitalization, AI, etc. must stand the test of human value systems. It is up to us to lead a good life in a digitalized world! “Jo eh”, as an Austrian would say.

Sarah Spiekermann describes in a vivid and very personal way how profound this topic is, both from an individual and societal perspective.

She is not opposed to digitalization or artificial intelligence, quite the contrary! But her book is an urgent appeal for us humans to engage deeply with the questions of why and for what purposes we use the achievements of the digital world. Her aim is to truly improve our lives and to achieve valuable progress. And she convincingly shows that some of today’s developments actually represent setbacks when it comes to our quality of life and societal trends. From my perspective, she raises key questions, such as: “Are we losing the ability to acquire knowledge and develop opinions?”, “Do we allow algorithms to decide which information is important for us?”, “Do we really believe that AI makes for better humans?”, “Should all developments serve the sole purpose of profit maximization?”

She invites us to sharpen our own moral compass. If elements such as community, solidarity, health, well-being, and satisfaction become central, then we will succeed in using technological and digital developments precisely for that purpose. However, this also means that not everything “new” is automatically “good,” and that we must learn “the art of deliberate omission”!

I value Sarah Spiekermann’s approach because it challenges me, enriches me, and above all doesn’t offer simplistic “well, obviously” solutions!

To all who want to enter into a philosophical discourse on “artificial intelligence” even if it’s “just” through self-reflection, I can warmly recommend Digital Ethics!

The Inner Game of Golf – Self-Coaching on the Course and in Life

Golf is a game that is decided 90% in the mind.
Few sentences capture the essence of W. Timothy Gallwey’s The Inner Game of Golf better. While many golf books dissect technique in great detail, Gallwey turns the focus inward. As the founder of the Inner Game concept, he already showed in The Inner Game of Tennis that the greatest opponents lie within ourselves. With his current book, he applies this philosophy to a sport that demands mental strength like few others.

Gallwey’s central thesis: Two “selves” exist within the golfer:
Self 1, the critical, analytical, constantly judging mind.
Self 2, the intuitive, natural part that “just knows” the swing.

Self 1 constantly interferes, judging every shot (“that was bad! too weak!”), doubting one’s abilities, and overloading the swing with thoughts. The result: tension, insecurity, weak shots. The path leads through trusting Self 2 — and through non-judgmental awareness. Instead of immediately evaluating each shot, the golfer learns to observe it neutrally: Where did the ball start? How did the swing feel?

Many golfers unconsciously think negatively before the shot: “Don’t hit it in the water!” — and that’s exactly what happens. Gallwey recommends forming a positive, clear mental target: “I’m aiming three meters left of the pin.”

These principles are not only suitable for the golf course. In leadership, we also struggle with Self 1: the inner critic that doubts, judges, and constantly wants to control. Typical thoughts:
“Was my decision really right?”, “How do I come across to my team?”, “I can’t make any mistakes!”
The result: tension, loss of confidence, lack of authenticity — just like in golf.

Gallwey shows that the key to unlocking our potential lies in calming Self 1 and strengthening Self 2 — our intuitive competence. In business, this means trusting one’s strengths, having the courage to make clear decisions, and the ability to be present.

Leaders can learn to observe situations neutrally:
“What was the impact of my message?”, “What reactions did I notice?”
This attitude creates more calmness, openness, and the ability to learn from every situation — without devaluing oneself.

Instead of “I must not disappoint anyone” → “I want to inspire my team.”
Instead of “No conflicts at all” → “I want to foster an open, constructive communication culture.”

Gallwey demonstrates that the greatest successes do not come from control, force, or constant self-criticism, but from a state of trust, presence, and clear intention. The intuitive potential we feel on the golf course is also accessible in leadership situations. Calmness, focus, and self-confidence can be trained — not only in the swing, but in every meeting, in every decision.

In this way, every leader becomes their own coach.

2 x Adams and the Power of the Question
What do an interstellar hitchhiker with a towel (don’t forget: May 25th is Towel Day!) and the founder of the “Inquiry Institute” have in common? At first glance, nothing. At second glance, their surname. And at third glance – and this is where it gets interesting – a deep understanding that the truly important things in life begin with a question.

In The Hitchhiker’s Guide to the Galaxy, Douglas Adams sent the supercomputer Deep Thought on a quest for the ultimate question’s answer – only to discover that without the right question, even the most brilliant answer (“42”) is utterly meaningless. Meanwhile, Marilee Adams stayed on Earth and found: If you want to change your life, you don’t need a new answer – you need a new question.

Questions are powerful. They structure our thinking, influence our actions, and often determine the course of our lives. Literature offers countless iconic questions that delve into human existence, philosophy, and society. Marilee Adams builds on this idea in her book Change Your Questions, Change Your Life and applies it to personal and professional growth: The quality of our questions determines the quality of our lives.

The “Right” Questions: The Core of Adams’ Philosophy

Marilee Adams distinguishes fundamentally between two mindsets: the “Judger” and the “Learner.” The “Judger” asks judgmental, limiting questions like: “What’s wrong with me?” or “Why are others so incompetent?” (a transactional analyst would immediately spot the drama triangle at work). The “Learner,” on the other hand, asks: “What can I learn from this?” or “What are my options?” The central thesis of her book is this: If we learn to consciously ask constructive, open, and solution-oriented questions, we can positively transform our thinking, relationships, and lives.

The Ultimate Question: Searching for Meaning in an Absurd Universe

Douglas Adams’ The Hitchhiker’s Guide to the Galaxy takes us to perhaps the most profound exploration of questions: the “ultimate question of life, the universe, and everything” remains unknown – only the answer is “42.” The punchline is brilliant: An answer without the right question is meaningless. The book satirizes, with biting irony, the absurdity of seeking answers without clarity on the questions themselves.

Here is where science fiction satire meets Marilee Adams’ fundamental insight: It’s not the answers that change our lives – it’s the questions. If we ask the wrong questions (e.g., “What is the meaning of everything?” without context or personal relevance), even seemingly profound answers feel hollow. The “Deep Thought” supercomputer would likely earn Adams’ approval: Only when we truly know what we want to know does it make sense to seek answers.

Conclusion: Questions Are More Than Words – They Are Pathways

Marilee Adams offers her book as a kind of manual for the art of questioning. She shows that it’s not just about what we ask, but how and why we ask. A good question opens doors; a bad one closes them. In this sense, we can reinterpret Hamlet or even Deep Thought – not as victims of their circumstances, but as travelers on a journey toward better questions.

“Two Simple Words Will Change How You Think About Your Entire Life,” promises the book’s cover. I would argue it’s more like four words: Let Them and Let Me – two catchy phrases for emotional self-regulation.

As in her previous work, The 5 Second Rule, Mel Robbins presents a method for self-management. The value of her new book doesn’t lie in the originality of its concept but in the simplicity and affirming power of its key phrases. Instead of relying on complex theories, Robbins uses straightforward guiding words that stick in your mind and are easy to integrate into daily life.

In her typically accessible style, Robbins provides direct instructions and clear advice. Her signature phrase, “Sorry to break it to you…,” exposes excuses and self-deceptions, while humor and motivational anecdotes soften her occasionally evangelical tone and encourage readers to tackle personal challenges.

The “Let Them Theory” is structured into chapters that explore different facets of the topic – from fear of others’ opinions to the desire to change others, to strengthening interpersonal relationships. Robbins provides anecdote-rich insights and simple exercises for self-reflection and behavioral change. She focuses on two essential steps:

1. Let Them: The principle “You cannot change people; they will only change if they want to” promotes a mindset of calm acceptance, embodied in the mantra Let Them. This self-discipline – illustrated with humorous examples of her own inner dialogues – creates the necessary distance to take the second step.
2. Let Me: Allowing others to be themselves creates a space from which we can observe them and choose our response carefully – whether to intervene, accept the situation, or withdraw. In every case, the focus is on self-efficacy and personal responsibility. Through deeply personal examples and simple techniques like the ABC-DE Loop, Robbins explains how Let Me can be implemented constructively. Naturally, the book also addresses the question of how long one should “let someone be” and when it’s time to use Let Me to end a relationship. Here too, Robbins offers a “simple” guiding phrase: “Love the Person, not Their Potential.”

The “Let Them Theory” is a worthwhile guide for anyone seeking practical, immediately applicable ideas to escape feelings of being overwhelmed and return to calm and self-control. While the simplification and branding of concepts are a delicate balancing act, Mel Robbins succeeds in delivering valuable insights without sacrificing entertainment.

This book is an inspiring and motivating call to pursue small but impactful changes in dealing with challenging and stressful circumstances.

In this work, German philosopher and author Markus Gabriel explores what it means to act morally in the face of global challenges. He argues that morality cannot be reduced to rigid rules but firmly believes in the existence of “moral facts” that operate independently of context and are beyond debate. Gabriel critiques both moral relativism and absolute dogmas. Instead, he advocates for “situational universality,” where universal values like justice and solidarity must be applied in specific contexts. The individual’s responsibility, he asserts, must be viewed from a global perspective, particularly regarding consumption habits and climate protection.

Markus Gabriel regards capitalism as still the best path to achieving progress, prosperity, and development. However, he calls for its ethical reform, aiming for moral progress. He engages with the concept of ethical capitalism, which seeks to align economic actions with moral principles:

1. Companies must assume social and ecological responsibility, committing to sustainable and just practices.
2. Economic decisions should adhere to moral standards, such as fair labor conditions, environmental protection, and equitable resource distribution.
3. Consumers bear moral responsibility to support ethical products and businesses that promote sustainability and social justice.

A key theme is the influence of modern technologies, such as artificial intelligence, which raise new ethical questions. Gabriel emphasizes that technologies are not neutral and require ethical reflection.

The core message is a shift in perspective: ethical obligations should not result in restrictive regulations but inspire business models that are both profitable and value-creating. The book is both inspiring and thought-provoking, fostering a sense of optimistic introspection. However, the chapter on practical implementation ideas is somewhat underwhelming and abstract, reflecting Gabriel’s strengths as a philosopher more than as an economist.

The work calls for an ethics that connects individual actions with structural changes. Gabriel’s book invites readers to critically reflect on their own responsibilities and actively contribute to a better world.

Doing Good is an accessible yet profound exploration of modern ethics. It offers a fresh perspective on the possibilities for transforming economy and society while encouraging readers to reconsider their own responsibilities in a globalized world. Despite some questions about practical implementation, the book is a valuable contribution to the current debate on the future of our economic system and democracy.