Level 03 of 3
Entrepreneurial leadership
My Business
Those who can lead themselves and a team are ready for the third level: leadership whose impact reaches beyond their own remit - into the organisation, the company, the market.
- My Self
- My Team
- My Business
Why this level
Leadership that outgrows you
On the third level, leadership becomes entrepreneurial: it is no longer just about you or a single team, but about scaling leadership so it carries across the whole company.
My Business builds squarely on My Self and My Team - entrepreneurial leadership without clear self-leadership and without team-capable leaders remains unstable.
The topics of this level
From strategy to results
Five topics, one chain: each stands for the step at which entrepreneurial leadership fails or carries in everyday business.
Strategy
Aligning leadership strategically: connecting long-term goals with everyday operational action.
Priorities
Strategy shows in what you do not do: setting priorities means deciding what stays undone - and standing by that decision.
Change
Organisations do not change by announcement. Leading change means bringing people along without diluting the direction.
Excellence
The ambition to keep getting better: setting high standards, holding on to them and anchoring them in the organisation.
Results
Leadership is measured by outcomes: delivering impact - measurable, traceable and repeatable, not merely well-intended.
In depth: Peter’s core model
Top-down and bottom-up
How do you look at a business? Peter consistently approaches it from two directions at once - from the top with vision, mission and strategy, from the bottom with roles, responsibility and collaboration. In the middle, the two meet and reveal what kind of leadership is actually needed right now.
Top-down: Vision, mission & strategy
Direction comes from above: where should the area, department or company head in the medium term? The vision answers the why.
Strategic measures & target system
Concrete measures are derived from the strategy - and anchored in the organisation through a clear goal-deployment process.
Die Mitte
Demand for leadership
Top-down and bottom-up meet in the middle. The gap between defined direction and lived clarity shows exactly what form of leadership an area needs right now.
Collaboration guidelines
Building on that, the team jointly develops its own guidelines for communication, collaboration and escalation.
Clarifying roles & responsibility
The foundation from below: who carries which responsibility, which role - within the team, within the department?
Peter’s approach: both directions belong together - strategy without clarified roles stays theory, roles without direction stay arbitrary.
Working together
What working with Peter looks like
Peter supports entrepreneurs and executives in bringing strategy, priorities and change together in practice - through executive sparring and leadership development programmes, with direct reference to their organisation.
There is no standard package: the shape and scope of the work take form in conversation, starting from what is on your company’s agenda.
Where this comes from
Responsibility for whole units
Peter’s work in the Bosch group included functions in the areas of commercial management and plant management. Later in his career he took on executive and general management functions in different business units.
His remit ranged from finance and controlling through human resources and operational excellence to the strategic development of business units and organisations.
I did not merely get to know these concepts, I applied them myself for many years in practice.
You now know all three levels - My Self, My Team and My Business.
Next step
Ready to anchor leadership in your company?
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