We increasingly see organizations under strain: leaders who are overloaded even though they hardly get to lead, employees who shy away from personal responsibility, and bureaucracy that creates more burden than value. And despite endless meetings, emails, conversations, processes, and rules, productivity seems to be declining.

Over many years, I developed the Reflective Leader System and successfully tested it in numerous companies. The system enables organizations and leaders to practice efficient leadership. The guiding principle is simple: maximum ability to act with minimum bound attention.

The Reflective Leader System differs in many ways from what companies are used to. It takes into account the conditions under which leaders operate. It relies on leaders’ self-reflection and puts the leader-follower relationship at the center.

I do not believe in a universal, normative ideal of “right” leadership. In 20 years of working with companies, I have yet to see standardized leadership guidelines, competency models, or leadership instruments reliably make leadership better.