Authenticity isn’t something we learn—it’s about unlearning the façades we’ve built. Reality shows, we show up like trained monkeys performing tricks in a circus. We feel sympathy for them, trapped in roles that don’t reflect their true nature. Trained monkeys might perform on cue but never truly inspire awe. But we need leaders who are transparent and open to inspire loyalty and engagement. And for that we have to show our beautifully messy, imperfect, and authentic versions of ourselves.

"There's a fine line between insanity and boldness. Unfortunately, you have to be bold to see it" Why did I write this latest piece? Because we need those bold enough to rattle the cage, question the status quo, and dare to create something entirely new—for Mama Gaia and for every single one of our species. What may appear as insanity to some is actually an essential aspect of innovative leadership and entrepreneurship. I argue that boldness involves recognizing the insanity of the repetitive cycles we often find ourselves in. Breaking through those patterns, embracing discomfort, and acknowledging failure is boldness in action. Boldness is an evolutionary act. "Real evolution, whether in business, leadership, or life, always requires this kind of death—a part of the old you, the old way of thinking, or the old structures must die for something visionary to be born."

"Humanity in the Economy" means prioritizing human values and well-being in economic systems. Nicole Bastien shares three key reasons for advocating this approach, inspired by her conversation with Garden-Generator's Othmane Wagdi: human responsibility, authentic humanity, and evolving the system.

Join Nicole Bastien as she reflects on her journey as a social worker, entrepreneur, and advocate for regenerative systems. She shares insights on identity, transformation, and the interconnectedness of human and economic systems, drawing from her experiences growing up in East Germany. Nicole emphasizes the importance of being "unapologetically human," embracing strengths and weaknesses, and fostering genuine human connection. She and Thomas discuss transitioning from traditional systems to visionary futures, advocating for adaptive, resilient approaches over mechanistic ones. Nicole highlights the need for purpose, trust, and co-creation in building a regenerative economy and encourages decisive action toward meaningful change.

This is my dedication to all the courageous humans out there who dare to step into uncharted territory: 𝐋𝐞𝐚𝐝, 𝐚𝐬 𝐈𝐟 𝐏𝐞𝐨𝐩𝐥𝐞 𝐌𝐚𝐭𝐭𝐞𝐫𝐞𝐝! More than ever we need the brave ones. Leaders who dare to question the current state of practices and systems, pave new ways, connect people, ask tough questions, and still hold space for emergence. Leaders are becoming connectors, communicators, and catalysts for change - and we all need them desperately. In their full power and their brightest light. Welcome to the newest edition of my ✨𝐌𝐮𝐬𝐞𝐋𝐞𝐭𝐭𝐞𝐫✨ where I am exploring 𝐓𝐡𝐫𝐞𝐞 𝐀𝐫𝐭𝐬 𝐨𝐟 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 I see as vital to make it as a leader on the fringes of uncertainty and chaos toward a new economic paradigm. Hope you enjoy the read.

In my newest article, I delve into the realm of consciousness as a crucial factor for shaping the future and driving innovation, emphasizing the importance of intentional introspection and embracing diverse perspectives to bridge silo thinking and create a positive impact.

My article is not only my confession to spirituality in my own life and business, but by sharing fragments of my story and experiences I also shine a light on the importance of spirituality for our businesses🌱✨ - and I would love to read what it triggered for you!

Transition and transformation are so much part of my life that they (somehow) made me an expert in transformation — lived experience so to say. Here is what I learned about transitions and why I see beauty in them.

We use the word purpose a lot. But what we forget is that purpose also carries a possibility of purposelessness within.

Have you founded your company 20 years ago or do you know someone who did? Well, statistically, this company is moving towards its end. If we want organizations to develop well, we all need to realize that it is us who make organizations exactly what and how they are. If we want them to be different, we have to start with ourselves and change. Here is how…

Vielleicht möchtest du ein Hobby in etwas Größeres verwandeln. Oder vielleicht hast du ein kreatives Projekt, das du mit der Welt teilen möchtest. Was auch immer es ist – die Art und Weise, wie du deine Geschichte online vermittelst, kann einen gewaltigen Unterschied ausmachen.

Vielleicht möchtest du ein Hobby in etwas Größeres verwandeln. Oder vielleicht hast du ein kreatives Projekt, das du mit der Welt teilen möchtest. Was auch immer es ist – die Art und Weise, wie du deine Geschichte online vermittelst, kann einen gewaltigen Unterschied ausmachen.

In my series “Forces of Transition” I talk to female entrepreneurs who have dealt with the forces of change fear, truth, clarity, courage and love in their entrepreneurial existence. In this episode I am in conversation about truth.

In my series “Forces of Transition” I talk to female entrepreneurs who have dealt with the forces of change fear, truth, clarity, courage and love in their entrepreneurial existence. In this episode I am in conversation about fear.

In my series “Forces of Transition” I talk to female entrepreneurs who have dealt with the forces of change fear, truth, clarity, courage and love in their entrepreneurial existence. In this episode I am in conversation about love.

Authority doesn’t sound smooth. But as leaders we will desperately need it to lead through uncertainty. Here are my thoughts on authority, what it really means and how to recognize it.

Let’s take a closer look at what leading actually is all about: Unlike a production task, leading people is detached from a visible and tangible product. At the end (if there can be an end to leadership) there is nothing tangible or a service that can be experienced, e.g. in the sense of an event. Rather, leadership is an experience of action that conveys orientation and security. And what is management then?

What makes change so stressful is not the change itself, but that we try for a long time to work internally against it. We don’t want to admit that life tells us to change course. We are looking for facts to show that this change is wrong. We ask experts who are familiar with change, how you can best get through, what you should do to make it controllable. How does it work with change then?