Managers under the spotlight - Michael Schroeder, Linarson Personal Development

What inspired you to start Linarson Personal Development, and how has your vision evolved over time?

I believe that at some point in everyone’s life, moments of reflection arise—times when we analyze our personal situation, career, relationships, lifestyle, and friendships, often leading to significant changes. This happened to me in my mid-40s. After spending 17 years in the corporate world in the media industry, working in different countries, I felt a strong inner urge to pursue something different.

After months of introspection, I stepped away from the corporate environment and founded my own company. At the same time, I became increasingly interested in observing human interaction—both in public and behind the scenes. I noticed that many professionals were left to navigate the business world on their own, without guidance on how different stages of their careers worked or how to succeed as managers. Additionally, my experience gave me deep insight into human behavior—how we think, communicate, interact, and how cultural differences play out. I also saw a significant lack of understanding of these dynamics in many companies.

Since 2012, I have been working to contribute to business professionals' development through coaching and training, helping them become more self-aware and prepared to face their challenges. Over the years, my approach has become more refined, and I’ve gained valuable experience in addressing the needs of companies. I also continue to learn a great deal from my clients, who constantly challenge me to reflect and grow.

What are the biggest challenges professionals face today in personal and leadership development?

We all know that today’s business environment is defined by uncertainty. Long-term continuity has been reduced from decades to just a few months. How can we face this uncertainty? How must organizations adapt to change? How can companies remain agile and responsive to whatever comes next?

I like the metaphor of two boxers in a ring, constantly moving, searching for the right moment to strike. But on a deeper level, every individual must learn to integrate change into their very DNA. We all understand that nothing in life is permanent—our bodies change, our personalities evolve. Accepting this fundamental truth keeps us flexible and agile. Change itself isn’t negative; what frightens us is how it might affect us.

One of the key elements of self-mastery is taking full responsibility for your mindset: Do I generally fear life, or do I trust it? Regardless of external changes—whether in your job, relationships, or health—these shifts offer opportunities for self-reflection. They help uncover the inner doubts and self-sabotaging tendencies that often remain hidden beneath the surface.

Your company focuses on personal growth and professional coaching for businesses and individuals. Can you share a success story that stands out?

I was honored to support a Greek top manager on his journey to new heights within his global organization. What makes me happiest is not just his career success, but the profound transformation in how he approaches life—he has become a much more balanced person.

Another meaningful experience was coaching a Romanian top executive who successfully transitioned into a CEO role, a position previously held only by foreigners.

Lastly, I had the privilege of assisting a multicultural team in recovering from a turbulent period under a toxic CEO and preparing them for the arrival of a new leader.

What skills do you believe will be most crucial for leaders in the next decade?

I see three key skills:

1. Adaptability and curiosity – Staying open to change and continuously learning is essential. The traditional job rotation model remains a great tool for this.
2. Humility and self-awareness – A great leader doesn’t lead through titles alone but through genuine influence. Keeping your ego in check fosters openness and versatility.
3. Knowledge activation – In the future, success won’t depend solely on what you personally know but on how effectively you can leverage the collective knowledge within your organization. Can you activate the potential of your team?

In an era of rapid technological and societal change, how can professionals continuously adapt and stay relevant in their industries?

I believe we will see a growing divide between large corporations, which focus on production and processing, and smaller, more agile units dedicated to experimentation, innovation, and challenging the status quo. These smaller units will play a key role in bringing fresh perspectives and groundbreaking ideas into larger organizations.

What is the most important piece of advice you would give to young professionals looking to develop strong leadership and personal growth skills?

First, always stay aware of what you truly want in life and be open to questioning it from time to time. Becoming a leader should be a conscious choice—one that fulfills you and allows you to bring real value to the business world. Unfortunately, I have encountered many leaders who lack the necessary qualifications (apart from a strong ego), and they often do more harm than good.

Second, learn from others. Look beyond your own country and culture. Who inspires you? What specific qualities do you admire in them?

Third, allow yourself to be regularly challenged by someone you respect. A good coach can fulfill this role, but it should be someone whose insights you genuinely value, even if they tell you things you don’t always want to hear.