CEO Group Call - Plan 2025 Rising Stars Pro
Discover the 2025 Rising Stars Pro program! From innovative schedules to expert interviews and personal support, elevate your professional journey with tailored resources and real-life touchpoints. Empower growth and success in 2025 with this transformative experience.
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Plan 2025 Rising Stars Pro: A Transformative Journey
As the new year approaches, the 2025 Rising Stars Pro program emerges as a beacon for professionals aiming to elevate their careers. This innovative initiative combines structured learning, networking opportunities, and personal support, creating a comprehensive growth platform. Here are the key takeaways from the program’s introduction:
1. New Formats and Schedules
The program introduces flexible and dynamic formats designed to fit seamlessly into participants’ lives. With thoughtfully scheduled sessions, attendees can engage effectively without compromising their daily responsibilities.
2. Business Power Hours
These focused sessions offer deep dives into crucial topics. By providing actionable insights and tools, Business Power Hours ensure participants stay ahead in an ever-evolving business landscape.
3. Coffee Mornings and Expert Interviews
Networking takes center stage during interactive coffee mornings, where participants connect with peers and industry leaders. Expert interviews further enrich these sessions, offering firsthand knowledge and inspiration from successful professionals.
4. Real-Life Touchpoints
Bridging theory with practice, the program emphasizes real-life applications. Participants explore strategies and insights that directly impact their careers, making learning immediately relevant.
5. Personal Journey and Individual Support
A standout feature of the 2025 Rising Stars Pro program is its focus on personalized growth. With tailored support, participants navigate their unique challenges and milestones, fostering a meaningful journey of self-improvement.
The 2025 Rising Stars Pro program isn’t just a professional development initiative; it’s a roadmap for success. With its blend of innovation, networking, and personalization, this program sets the stage for a thriving future. Don’t just plan for 2025—excel in it!
Highlights:
00:00 Introduction to the 2025 Program
00:21 New Formats and Schedules
00:39 Business Power Hours
01:57 Coffee Mornings and Expert Interviews
04:28 Real Life Touch Points
08:40 Personal Journey and Individual Support
Transcript:
[00:00:00] Today I want to talk about the program of 2025, like I promised already. Yeah. Um, we'll look into online touch points in real life touch points and the individual journey because these are the three areas we have from this week on. We will start in an additional opportunity, like I mentioned already in person.
So we, we are starting
to do four different formats. The number one format is a bit the format that we had until now, always like masterclasses. Which are always going to be at five o'clock on Mondays, then a new format that we brainstormed yesterday in the car, which I call business power hours. So what we want to do is that we give one of us always the opportunity to be in focus.
So one of us is [00:01:00] presenting, let's say 20 minutes about your business, about the challenges that you have, about the dreams that you have. And then. Every one of us for the rest of the hour is chipping in to how we can support you. So what are the different ideas we have to support you with the challenges you have to get you closer to your dreams?
Whatever you need, you can request that inside of the first 20 minutes to everyone, and then you get feedback input from all the others. So that's going to be every two weeks. So we will swap masterclass one week, business power hour the second week. So next Monday we will do the first business power hour and Hosna has volunteered to be the first victim in the middle.
So the first, first hot chair will be Hosna in the middle and she will present first 15, 20 minutes and then everyone that is joining can give input and feedback. Another thing that we're going to have from this week [00:02:00] for everyone that wants to join is every Thursday morning, 8. 30, I will do a coffee. So that's coffee morning with me.
Sorry, I just need to get Frank back. Um, and this week we're going to talk about sales, I think at least it's in the, it's in the calendar of the community already. So I always put topics in, but it can be random, really dependent on who is joining. And that can be just, just alone with me as can be five, five other people.
Um, doesn't matter. I am opening the channel every Thursday morning, eight 30, and I will put the topic in. Um, there's no presentation. It will be just conversation, questions, answers. And then every Friday, maybe not every Friday, but most of the Fridays I will do expert interviews. So that's a live podcast format, which starts from this Friday.
This Friday I will [00:03:00] interview Jim. Jim is professional, uh, guitarist. And he's doing, um, keynote concerts. So he will explain how he's doing keynote concerts. Next week, I'm going to interview, um, a stuntman that has been in the couple of top movies, I think it's next week. Yeah. Next week. Um, and then I will interview more and more people going forward every Friday and that's Friday at 8 p.
m. So it's, um, the possibility, it's not a zoom call. It's a different, different format, a different, um, tool. So you will not be seen, but you can ask questions in the chat. So it's a live interview where I interview people on stage. I will interview investors. I will interview entrepreneurs. I will interview.
interesting people. Um, like I did with my podcasts. Um, yes. So these are online [00:04:00] formats that are going to start from this week, power hour, every two weeks swapped with the masterclass every Thursday morning, except I'm traveling the coffee with me. Um, and then expert interviews Friday night. So that's eight o'clock in every Friday.
And I hope to interview you guys as well going forward. So if anyone wants to be early, let me know, reach out. Okay. And I book you in real life touch points. We have talked a bit about that this week. First draft version of this 22nd and 23rd of March, somewhere in Zurich. We still need to find a place. Um, that was already a little bit discussed yesterday for those that joined us.
Then, I have checked in, um, in May. For me, there's only one possibility, because all the other [00:05:00] weekends I'm already either walking 24 hours or running 50 kilometers, so I'm not able to do any other date than the 31st of May, and I would love to invite all of you to The Hague in the Netherlands. Because that's summer and the beach is in front of the Hague.
And then I was talking with Sabine already an hour ago, roughly, that 19th and 20th of July, um, we can go to Helsinki for those that want to. And then on 22nd September, that weekend, we can meet up in Munich. And then 26th of September, I have seats at the Oktoberfest in Munich. You all are welcome to join that.
And then we figure out the rest. And then November was the part where there's the startup nights in Zurich again. So we're going back to Zurich on 6th and 7th of November. And [00:06:00] of course we have more opportunities. This is still. Um, I would like to log in the first ones at least like 22nd and 23rd of March, um, is for me, at least in my calendar fix.
My wife agreed with it. So from my side, that's, that's booked. We just need to find a place. So if any one of you has inside of Zurich, or close to Zurich, a place. Um, I'm fine as well going back to where we have been last weekend, but some of you said like they want to go somewhere else. One idea was to go towards Zug.
Um, if any one of you has a place, um, Ivan said he can offer a place. That's, that's amazing. So let's, let's check that. But at least for those that are traveling in 22nd and 23rd of March, Zurich, the others will figure out. I also thought about like maybe South of France [00:07:00] because a friend of mine, they have a little Seven bedrooms, eight bedrooms, um, and maybe we can do this at some point because it is Stanhark fixed on the, in May?
No, we can still change it. Because probably this would be like a good option because July is like high season there and there's like, you don't want to be there at high season in July, August, but May is already really nice and um, yeah, could be a good option. Let's, let's, let's touch base on this to find out.
Yeah. Perfect. And then of course, I'm, I'm conscious as well about money for everyone because not everyone has the, the funds to, to travel. So we need to find out how we can, um, finance then if any one of you has problems with traveling from a money perspective, reach out to me, then we can talk about that.
So the idea is always that we can at least stay [00:08:00] somewhere where it's affordable, not super high prices. And yeah, we still have, of course, the possibility if we, um, that's, that's maybe an option that we have as more money we earn with this community, which I haven't really pushed yet, as more money we can take from it.
Because the whole idea about this community, the whole income of this community, the paid community is for you guys. Like I said from day one, I'm taking zero money out of this. Well, until now, we don't have much money, but so that's of course, something we can then put into travel for everyone as well. So that's in real life topics to be decided, um, and then personal journey.
Every one of you is on a journey and going back to one of the first calls that we did, um, this kind of a little bit, the roadmap from the topics perspective. So [00:09:00] we have the personal brand. Why, how, what story brand pillars. Signature, Keynote, plus, plus, plus, plus is inside of the brand. Then every one of you, um, is, has already started that.
I think at least, then there's the personal website with speaking page and all the other topics inside of your personal hub. Then the next step is content system and the production of content. Then the whole distribution piece, which is podcast, YouTube channel. Um, social media channels, scheduling, programming, newsletter.
And then the, the, the last piece is the business, which is irresistible offer, which we talked about cash, cash flow, sales funnel, collaborations, funding, and so on. And that's, most of it is more individual. Every one of you is on, on a, let's say different timeline when it comes to this, that's more So, yeah.
Of course, we do things when it comes to, um, the, uh, [00:10:00] masterclasses where we go more into details on, on certain of the topics and we did already. That's always the opportunity, like I, I, I said in the beginning, and some of you really do regularly or weekly almost, um, utilize the one on ones because if we talk about website, we did this website exercise where we, where we dove deep, how, how to build the website, but it is very individual, like Hosna and I have spent two, three hours to build her website in all details.
Um, Felix and I did that as well. And this offer is still, um, for everyone there as well. So if you need help with your website, happy to do one on ones to go deeper and do it together. Same with all the other topics. So that's really, I'm putting the monkey for this to you. I'm not pushing anyone to do one on ones with me.
I'm busy like hell. Um, but it's still an offer. I always try to squeeze in time, but you need to be the driver of this. Every one of you has the [00:11:00] link. If you don't have the link for booking calls, reach out, I will send it to you. And then you can book the one on one so that we go and I help you, help to nudge you going forward.
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Transcript:
Personal development masterclass. One of the topics that's dear to my heart, because of what I have seen over the last 15 years is that personal development is quite seldom in organizations. It's not really taken, uh, in a proper way, at least in my eyes. So that's why I'm really keen on sharing this today.
So we have two. main perspectives. One or two topics for today. One is personal development talk versus performance evaluation. And then we do a deep dive into how I'm doing personal development talks. And then we do questions in the end. Personal development. So we have one part, which is the personal development talk, and then we have the performance evaluation.
And a lot of organizations, focus on performance evaluation. And the difference between those two is that the performance evaluation, the main part they are focusing on, or the main source of that is the company. So the company is on the top. And from there, it goes into, the individuals and the different tasks that need to be done to accomplish what's happening in the company, what is required to do to be done in the company.
And the individual that is doing the task is the last point. And then inside of the performance evaluation, you're looking backward. So you look, how did this person perform in the past? The development talk is the opposite. So the most important part of the. Development talk is the future. Where does the person want to be in the future?
And it has nothing to do with the outcome of the company or where the company wants to be. The goal of this is, and why, why do this personal development talk? I believe that if we are developing people in organizations beyond what the organization needs, they will contribute more to the company. They will contribute better.
So the goal of what I'm doing with development talks is finding out what the people desire and going deeper into that. And we will have a look at that in the next couple of slides. And then look, what are the different tasks of the organizations that fit the person and what the person wants to be. And then you marry these two things.
And then it works as well from a performance evaluation perspective. So that's my perspective on development talk and performance evaluation. Let's go into personal development talk a couple of, I think it's almost two years ago or something. I've developed this in as, as a worksheet. So if anyone is interested in getting this worksheet as a PDF.
Happy to share that. So, the starting point of a development talk is really a setup of the atmosphere and the place. So you are going to do a development talk with another person. So you are the manager and the, the other person is like reporting to you and then you're meeting up. So what you need to make sure of is that you have, an appropriate place.
The best case is always doing this outside of the office environment in a. In a place where people feel well, the atmosphere is super important. The time of the day is important, not doing it on Friday afternoon, for example, when people want to go on the weekend, of course, you need to be aware of your relationship with the other person, depending on how deep your relationship is.
You of course have then a perspective on how deep you can go. And how much that is. And then what is important as well is that you put the note-taking responsibility to the person that is inside the room or is working with you. So me as a leader, I always give the note taking responsibility for the other person because then you see what they understand and what they get out of that.
And then I always do as well. A version in front of us so that people understand this. So printing out this worksheet as an example, if you do that in a physical space, then you print it out and then you go into the development talk. And the starting point of the development talk goes really wide.
Looking into what's the personal vision like. I always ask these as open questions without showing them the worksheet in the beginning. Who do you want to be? And that's very, very, very wide. Like, who do you want to be? What does it mean? Some people who have never had a conversation like this, struggle with this.
So they start with, yeah, I want to be a manager. I want to be something specific. So they go very, very, very specific and they don't really look into the future. So the first round of this, I just, Help them to find out who they want to be and they write down, they write down a manager. I want to be a good father.
I want to be whatever they come up with. And then I go to the next question and I show them the next question, not before. So why do you want to be that person? So then they're reflecting on the answers they have given and then they go back and refine who they want to go to be. And that's an interesting process because what.
You as the manager that is holding this development talk are doing, you're literally shutting up and just asking open questions to tell me more. How, how does that feel? What does that look like? What would that look like in the future? So you only ask open ended question when that gets the person talking and reflecting.
So if you're saying this, what does it mean? So, and then they're explaining, explaining, and they go in a loop between who am I going to be? And why do I want to be that person? So until they have clarity, and the first loop is always. The starting point where they don't know what's going to come, then who am I going to be?
They come up with high-level topics and then they go, Why do I want to be that person? Then they go back to Who am I going to be? And then they go deeper. And I always then give them a perspective. Okay, think about five years, 10 years from now, who do you want to be? And then they go more particular in all of these things.
And then we go, we don't close this, we keep it, we put it aside. And then we go to the next sheet, which is a personal development map. So I want them again to reflect on certain questions. And it doesn't matter in the order, I just take them clockwise right now. But it's really going and answering the specific questions.
What do I want to learn? So you're asking this, the person that is in front of you. So what do you want to learn to be that person? So linking it back to that person of the future. And then you're asking, what do you want to improve? And then they come up with things. So it's, it's like writing down the, all the different topics and then what do I want to leave behind?
And then they come back with topics that they want to leave behind. Another question is what excites you? Yeah. And then going deeper into this, who is important to them? And then what is important to them? And when you have done this circle, you go around it and they were deeper in this topic.
What quite often happens then if you ask them, so how, if we go back to the other one, is that still the same thing you want to be? Because they have now clarified what they want to be. and answer the question, they go back to this one and then clarify, no, no, no, I want to be this, I want to be this. What I always ask them, in this part is to paint a picture.
So when, when we have finished with this one, I go back to this one. And say, from a personal vision perspective, imagine a picture and describe the picture that you see on the wall. And then they describe to me who they want to be and who they are going to strive to be inside of a picture and explain everything that is around them.
I've had, for example, a person that told me where they are going to live, what, how it feels, um, in this picture, where the kids in this picture, where the wife or husband and, and going really into details and then linking this to. A job perspective as well, because in the end, we are at least this part is in a job environment.
So they are linking that to the job environment of who they're going to be working with as well. So these two are super powerful. And then you go into the next step, which is a goal perspective. So it starts with the staircase. So in the top right corner, we have what is the goal. And the starting point is really, um, defining that goal.
So if you want to be this person in five years, what is the goal for the next year for you to be very specific? And of course, you can do smart goal setting and all of that, but it's in the end, What does feel right for that person? What is the development goal they want to reach in one year from now?
And then they formulate that goal. And then you go to the bottom of this page where you look into where do you stand today on a scale from one to 10. So they're rating themselves on how close are they to that goal. If they're close, then they're at 10 or 9. If they're far away, then they're at 1. And what always happens is they're somewhere in between, obviously.
So when they have rated that, then you look into what are the things that get you closer to that goal, meaning moving your scale from 5 to 10. And that's what they are writing down above the stairs. So, above the stairs are the things that are getting them closer to their goal. And then they're defining this in bullet points and formulating that out.
And [you do that obviously all in a conversation. You ask the person who is doing the development talk, you are asking them questions to get them moving. You're asking them clarifying questions about the topics that are put, into the sheet. And then the next part is, what are the things that getting you further away from that goal?
So downstairs, if you think at it from a staircase perspective, and then they're writing these things down and then they have a clear picture of a goal staircase where they, they know they want, where they want to be linking that to the vision that's five years from now and the goal picture, and then they rate themselves.
And have then clear understanding of that are the things I need to do to get to my goal and that are the things I should not be doing. And then the last step of the development talk is getting specific. So now we zoom into one year and actionable goals that help them or tasks that get them towards the one-year perspective.
So what are the things they're going to do? When are they going to do this? What do they need to make happen to be able to do this? What are the things they need help with and how I'm, how they going to measure them? So it's a very, very simple setup where they write down literally the different steps that help them to get there.
And they're putting measurable goals towards the goal. And this is roughly. I would say one and a half hours, even if we go through this right now in a theoretical setting in, let's say 15 minutes in a real conversation, in a coaching style, where you ask the manager or coach the other person to find out what they are desiring and where they want to be.
It takes roughly one and a half hours if you do that well, sometimes it's faster depending on the relationship as well. The fascinating thing with this is it has zero to do with the company you work in and one hundred percent to do with who they want to be. And as well as zero to do with you as their manager, if you're their manager, like your perspective, your opinion on anything of that.
Um, just to give you a couple of examples, I've had people that told me that they want to be. building their own company in the next five years and they worked in the company and I was their manager they told me because they trusted me that they wanted to build their own company and we built a plan for how they were going to build their own company and I've had situations where people told me that they want to get married in the next five years and then we built a plan to get them towards marriage getting married and looked into how that does that work with the career perspective same with kids and all the other things so this is a development tool you That I use with everyone that is working with me over time because I believe that as further we as managers and organizations help people to develop as better it is.