Where people must perform under intense public scrutiny, where personality and creative identity become a brand, or where companies and institutions derive their identity from the excellence of days gone by or the genius of their founders—in such contexts, it is often particularly difficult to question established practices.

For me, this is exactly where positive psychology becomes fascinating. Not because it’s “nice,” but because it helps us become more precise. Because it offers a language that doesn’t shame but opens up new perspectives. And because it creates learning spaces where anxiety levels are lowered, resources are activated, and meaning, self-efficacy, and a sense of belonging are strengthened.

In May, I had the opportunity to share my practical experiences in C-level coaching, team development, and cultural change processes during a keynote presentation at this year’s DGPP Summit, highlighting how Positive Psychology can be particularly helpful in this field. Especially in situations where performance pressure creates tension, psychological safety is lacking, or avoiding uncertainty is part of the culture, strength-based feedback and learning routines rooted in resonance work can truly make a difference.

The positive feedback on my keynote presentation showed me just how great the need is to engage in reflective dialogue much more often. We need communication that doesn’t shame anyone, but rather points the way toward how growth and change are possible here as well—especially in times of crisis, when our certainties and identities are shaken even more.

My thanks to the DGPP team for inviting me to this year’s summit—and to everyone for the open dialogue and positive response. Once again, it was a successful conference full of a lively atmosphere, insightful ideas, and engaging conversations!

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