Top executives under pressure

In today’s complex, dynamic and highly competitive world, top executives are considerably under pressure.

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    • External pressure through challenging and changing external conditions and trends, e.g. climate change, Covid, war (hot and cold), inflation, Brexit and their impacts on energy prices, supply chain disruptions and unpredictable demand patterns.
    • Internal pressure because the enterprise’s strategy, structures, processes, rules, tools have to be designed and continuously improved. In addition, the employees attract more and more attention, becoming increasingly demanding and deploying their options in the employment market more consequently.
    • Ambitious goals and high expectations from owners and boards, and in most cases also from the executives themselves. The business shall grow profitably, generate benefits for its stakeholders and be at least environmentally compatible and socially responsible or even generate a positive impact.

As executives, we love the challenges to a certain degree. In stressful situations, we stay calm and don’t fall immediately into blind actionism. On the other hand, it’s clear: to be successful, to lead effectively, and to unleash the full potential of systems ad people, the right priorities have to be defined and followed through.

The right priorities – in practice not so easy

In practice, a few typical obstacles make it sometimes extremely challenging for executives to define the right priorities, to align the organization and to gain traction.

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    • Firefighting mode: especially in small and medium-sized enterprises, executives are involved in the business processes and can be trapped easily in the value add. They often move day after day from one fire or meeting to the next and don’t find the time and energy to step back, reflect, align with colleagues and focus on the important topics. They might start specific initiatives, e.g. for cost cutting or price adaptation, however, rather actionistically.
    • Top down limitation: if, eventually, strategic priorities are defined, that often happens in a top down approach, shaped by the experience and background of individual leaders. This bias creates a distorted image of the strengths, weaknesses, opportunities, threats and development options. In addition, with the top-down approach, it is extremely difficult to align an organization, since it is hard to achieve strong buy-in.
    • Internal approaches lacking experience: some companies assign internal teams to manage the process towards strategic priorities and to presents some recommendations to the top team. Only in very rare cases, the task forces have the necessary experience and expertise. And during the process, they often don’t tap the top team’s know-how to the full extend.
    • Strategy consultants expensive and often not suited: especially for small and medium-sized companies, specialized strategy consultants are simply not affordable. In addition, there is often a poor fit due to the limited operational experience of the consultants. Expensive strategies often end up in the dawers.
    • Offside-Meetings often with little impact: the personal exchange in „Strategy Meetings“ most often strengthens the “we” feeling in the team. However, the participants only scratch the surface in the meeting and mainly confirm to each other which problems exist. Real changes are rarely set in motion here.
    • People and enterprise culture lacking attention: the topic looks at first sight „soft“ and it is therefore often excluded although in general, it is seen as a relevant topic. Potential opportunities are missed and implementing change is significantly more challenging. Executives are sometimes stumped why the implementation doesn’t work.

The solution: Full Potential Leadership®

To enable the self-reflection, alignment and prioritization in the top team and to overcome the above described hurdles, we developed the Full Potential Leadership® approach – FPL for short. Longstanding experience, scientific findings and proven practices went into the FPL approach. The 7 elements of FPL form a compelling overall package that helps activate the full potential of enterprises systematically and effectively.

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    1. Modern understanding of enterprise leadership– emphasis on impact
    2. Holistic and comprehensive framework for enterprise leadership,
      addressing the enterprise’s systems and people equally
    3. Straight forward three-step development process
    4. 100% online with online sessions, each prepared by online exercises
    5. Powerful toolbox of online exercises and surveys
    6. Effective application and implementation support
    7. Later specialist support through partners for most important topics

Based on the FPL approach, we support executives with two offerings: FPL SWOT-on® and 1-on-1 FPL Training.

With our services, executives gain back control and enhance significantly their chances of developing their businesses successfully. They reach even ambitious enterprise targets more efficiently and exceed the targets quite frequently. And the best: the FPL services deliver the highest quality, but they are also affordable, even for small companies.


An easy and effective way for top leadership teams to refine and align strategic priorities 

    • Revolutionizing the strategic development of businesses
    • Ideal as a preparation for management offsites
    • Powerful in combination with later support from specialist consultants

Target group

    • Executive teams of small and medium-sized companies with ~50+ employees
    • Executive teams of business units in larger corporations


    • Five 1h moderated online sessions with the executive team
    • Bi-weekly rhythm of sessions
    • Participants prepare the sessions with online exercises
    • Session presentations customized with exercise results
    • Detailed project report

Typical duration

    • 8 weeks

Optional follow-on support

    • Support of progress review meetings
    • FPL SWOT-on® projects for sister businesses
    • Analysis of business portfolio – recommendations for potential entries / exits
    • 1-on-1 FPL Training on people leadership (see next section)
    • Specialist support for specific other topics through partner network

1-ON-1 FPL training

Helping top executives seize and develop their people’s strengths

Unique focus on mindset and behavior – the key to unleash the team’s full potential

Target group

    • Top executives in companies of all sizes


  • Six 1-on-1 online sessions, 1h each, with Dr. Markus Rechlin
         – First session: FPL overview
         – One session: reflection on mindset & behavior
         – Two sessions: reflection on leadership system
         – Last two sessions: prioritization and development plan
  • Bi-weekly rhythm of sessions
  • Five online exercises to prepare sessions
  • Session presentations customized with exercise results
  • Detailed project report

Typical duration

    • 12 weeks

Optional follow-on support

    • 1-on-1 online coaching sessions
    • Online “Live Sessions” for inspiration and discussion between participants
    • 1-on-1 FPL Trainings for other members of the top leadership team
    • Reflection of top leadership team on “Team Dynamics and Complementarity”
    • Enterprise-wide FPL rollout including “People Dashboard”
    • Deep dive on “Vision, Mission, Impact, BHAG – Strategic Purpose”
    • Deep dive on “Change Management”

Three Steps start here:

With the Full Potential Leadership® approach, executives systematically activate the full potential in three steps. The FPL Services cover phase I assuring the successful entry into phase II.

Phase I Positioning & DIRECTION

It starts with the reflection on the current situation before defining the top priorities for further development. For each of the priorities, a responsible person is assigned who takes the ownership for detailing and implementing concrete initiatives and specifying goals in phase II.

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    • In an FPL SWOT-on® project, the leadership team together conducts the SWOT analysis and evaluates development options before agrreing and approving the strategic priorities.
    • In a 1-on-1 FPL Training, the participants reflect on the one hand their mindset and the corresponding behavioral habits. On the other hand, they look at the enterprise’s leadership system – the technical structures, processes, rules and tools to lead people – before they finalize also here the development priorities. Any priorities related to mindset & behavioral habits of the executive will lay in the individual responsibility of the participants. Any approaches related to the leadership system require the alignment and agreement in the leadership team.


In the second step, the persons responsible plan specific initiatives and goals for each strategic priority, including tasks, milestones, and KPI goals. Besides, they estimate the resource requirements related to both team resources and financial means. They also assure the approval of the budget before starting the implementation.


In the third step, the implementation progress is tracked regularly, often quarterly. In well-prepared review meetings, the milestone progress and the development of KPIs relative are checked relative to plan. It is well known that things often do not go as planned. Facing the brutal facts and adapting plans and goals, based on the learning experience, assures continuous improvement. In longer cycles, most often annually, a revision and, if necessary, an adaptation of the strategic priorities occur.


The FPL Services contribute to personal success, team success and enterprise success. Successful executives strengthen the leadership team and promote its success. And a successful leadership team is very conducive to enterprise success.


Dr. Markus Rechlin

Dr. Markus Rechlin

Michael Kraushaar

Michael Kraushaar

Seline Käfer

Seline Käfer

Aleksandar Svetozarević

Aleksandar Svetozarević


Das FPL Training unterscheidet sich in meinen Augen grundlegend von einem klassischen Training. Vielmehr entwickelt die Full-Potential-Leadership Philosophie eine ganzheitliche Betrachtungsweise der verschiedenen Einflussfaktoren von erfolgreichem Leadership. Gemeinsam mit Markus analysiert man dabei das Zusammenspiel aus dem eigenen Mindset und Verhalten als Führungskraft, der Kultur, dem Führungssystem und den Rahmenbedingungen im Unternehmen. Schlussendlich arbeitet man so die aktuell wichtigsten Hebel heraus – für das Unternehmen, das Team und sich selbst. Das für mich wertvollste Ergebnis vom FPL-Training waren aber nicht die identifizierten Hebel. Die vielen kleinen und großen Bausteine (Mindset, Verhalten, Kultur, Strategie, Organisation, Vergütung, usw….) erkennt man alle wieder, durch FPL werden diese dann aber zu einem Gesamtbild verknüpft. Durch diese erweiterte Perspektive werde ich zukünftige Herausforderungen ganz anders betrachten, und neue Lösungsansätze finden. An dieser Stelle auch noch einmal vielen Dank Markus für die vielen guten Gespräche und Ratschläge abseits von den Trainingsinhalten.

Torben Clauer
Head of Sales Business Excellence & Strategy FFG Finanzcheck Finanzportale GmbH

Full Potential Leadership ist mehr als das Was und Wie. Wir wollen Sinn stiften.“ Mit dieser Aussage von Markus in unserem ersten Gespräch war mein Interesse geweckt. Das Online-Training überraschte mit einem neuen Mindset basierend auf Erdung und Demut. Die sehr guten Analysen der Aufgaben zwischen den Online-Sessions legten die Basis für die Fokussierung auf die drei Prioritäten, die ich jetzt bewusst angehen kann. Ich bin sehr zufrieden mit dem Ergebnis. Der Aufwand blieb überschaubar.

Axel Krupp – Geschäftsführer Reishauer AG

Das FPL Training habe ich begonnen, um mich persönlich als Führungskraft weiterzuentwickeln. Besonders spannende fand ich dabei die Kombination aus Weiterentwicklung auf der persönlichen sowie der unternehmerischen Ebene. Durch das Training habe ich erreicht, dass unsere Mitarbeiter mit mehr Freude und Motivation bei der Arbeit sind und als starkes Team an einem Strang ziehen. Außerdem habe ich durch Training auch viel über mich selbst gelernt und konnte eine stärkere Verbindung zu mir selbst aufbauen.

Christoph Schüning – Gründer und Geschäftsführer Cleverscent GmbH

Als ich gemerkt habe, dass es sinnvoll erscheint, mal meine Führungskompetenzen zu beleuchten und auf das Thema Mitarbeitermotivation von außen „draufschauen“ zu lassen, habe ich mit Markus Rechlin Kontakt aufgenommen und mich für das FPL-Training entschieden.
Mit dem Abstand von einigen Monaten merke ich immer mehr, wie viel Positives das ausgelöst hat: es unterstützt hervorragend meinen persönlichen Prozess des Reflektierens und ein Nachdenken, wie wir gemeinsam als Büro effektiver werden und das großartige Potential meiner Mitarbeiter stärken können: kommunikativ und durch Erkennen und Wertschätzen jedes und jeder Einzelnen.
Das Training ist top strukturiert, zeigt sensibel auf, wie unterschiedlich bisweilen Selbstwahrnehmung und Fremdwahrnehmung sind und führt ganz selbstverständlich zu mehr Effizienz.
Das gibt auch nach 27 Jahren Selbständigkeit noch einen kräftigen Schub !
Danke an Dr. Markus Rechlin und Marevest

Titus Bernhard, Architekt

A brand of MAREVEST

MAREVEST Beteiligungs GmbH
Hirschgraben 58
D-22089 Hamburg

Phone +49 40 6373 1741
Fax +49 40 6373 0951


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