"There is so much to health, diversity, and demographics - both in practice and in science. But the two areas are sometimes very far apart. Many practitioners carry out first-class projects, but do not know: why does it actually work? How do we compare with others and the current research? What new insights are there and how can we make our project even better without reinventing the wheel? Scientists often have no idea about the 'real' problems in practice; they don't know what is actually needed or can't translate their findings well for practitioners. This is exactly where the work and the fun begin for me…"

"Yes, of course, in some consulting meetings a lot of drawing and sketching takes place. I find this essential to make the internal images of the project managers visible. And by doing so, to develop powerful target images for a health project. Incidentally, looking at the visualized project plans can also help avoid some pitfalls."

"Sure, 'healthy leadership' sounds like a mandate, at worst pressure that can make you sick. I'd often prefer to call it 'authentic leadership'."

"One can implement a psychological risk assessment as a burdensome obligation, resulting in nothing but frustration and discontent. Alternatively, one can integrate the program thoughtfully into employee development. By the way, internally, one doesn't have to call it a risk assessment; it could be named differently."

"BGM is particularly successful when it is strategically, integratively, and participation-orientedly implemented. This means that it becomes increasingly natural to design structures, processes, and social climate according to the characteristics of a health-promoting corporate culture. And above all, it means that people in the company are involved in the what and how. This shared learning and shaping not only supports the implementation of measures in everyday business life but also forms an essential element of a health-promoting culture."

"No one said that the return-to-work process (BEM) has to be initiated only after 42 days of sick leave. Starting much earlier, it works significantly better and more successfully for all parties involved."

"Well, strictly speaking, it's not about making the management process itself healthy, but rather dealing with increasing diversity. The complexity and the health impact of interactions in increasingly intercultural work environments are rising enormously. The good thing is, in companies, you can shape diversity so that it ends well or healthily."

"Kafka says: One must walk the paths in order for them to appear. If individuals and teams are to evolve, then it's worth trying new things and expanding self-competence in the process."