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	<title>Leadership - Trotzendorff</title>
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	<description>Running over sticks and stones</description>
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		<title>He Was Done — I Still Had to Tell Him It Wasn’t Enough</title>
		<link>https://trotzendorff.de/psychology/he-was-done-i-still-had-to-tell-him-it-wasnt-enough/</link>
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		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 20 Apr 2026 08:53:11 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Fitness]]></category>
		<category><![CDATA[Hyrox]]></category>
		<category><![CDATA[Leadership]]></category>
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					<description><![CDATA[His legs were shaking before he even went down into the next squat. He stood in front of me at the wall ball station with that look people get when they are no longer really deciding anything. They are just trying to keep the body moving for one more rep, then one more, then somehow another. He picked up the ball, dropped down, came back up, threw, caught it. I watched the movement and called it straight away: no rep. Not because he missed the target. Because he had not gone low enough. That was the hard part. It was not some obvious fail. Not a total collapse, not a messy rep, not something dramatic enough for anyone around us to notice. It was a matter of depth. A few degrees in the squat. A tiny gap between almost there and there. He nodded, barely, took the ball again, tried again. Same thing. Close, but not enough. No rep. I Had to Say No, and I Had to Keep Him Going By then his legs &#8230;]]></description>
		
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		<title>In the Dark, Organizations See Eigengrau</title>
		<link>https://trotzendorff.de/psychology/in-the-dark-organizations-see-eigengrau/</link>
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		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Thu, 12 Mar 2026 07:31:41 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Communication]]></category>
		<category><![CDATA[Information]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Perception]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53904</guid>

					<description><![CDATA[Try this tonight. Turn off the lights, close the curtains, and wait until the room is as dark as it gets. Then keep your eyes open and look into the darkness. You might expect to see black — complete absence, the visual equivalent of silence. But that is not what happens. Instead, a faint grey appears. No shapes, no contours, just a dim and uniform field hovering in front of your eyes. In German there is a word for this phenomenon: Eigengrau, literally »intrinsic grey.« It describes the subtle brightness we perceive even when no light reaches the eye. Vision science explains why. Even in complete darkness the retina does not fall silent. Photoreceptors continue to fire occasionally, neurons remain active, and the brain interprets this background activity as a minimal level of brightness. What we perceive, in other words, is not the world but the baseline activity of our own perceptual system. We never see pure darkness. We see Eigengrau. Noise: perception always starts with a baseline One of the central insights of perceptual &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53904</post-id>	</item>
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		<title>Why We Crave Strong Leaders in Crisis — And Why That Might Be a Problem</title>
		<link>https://trotzendorff.de/psychology/why-we-crave-strong-leaders-in-crisis-and-why-that-might-be-a-problem/</link>
					<comments>https://trotzendorff.de/psychology/why-we-crave-strong-leaders-in-crisis-and-why-that-might-be-a-problem/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Thu, 15 May 2025 17:20:36 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Politics]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53622</guid>

					<description><![CDATA[1. The Pattern: Crisis Hits, and We Look Up Take a moment and think back to the last time you felt truly uncertain — maybe during a global pandemic, a major reorganization at work, or a personal crisis. Chances are, you found yourself gravitating toward someone who seemed to have all the answers. A boss. A political figure. A loud voice in a crowded room. This isn’t just anecdotal. History tells the same story: when chaos hits, we look for order. When everything feels out of control, we want someone — anyone — to tell us what to do. We want certainty. We want strength. And we often find it in the form of top-down, no-nonsense leadership. Even if we know, deep down, that this type of leadership isn’t always good for us. 2. The Psychology Behind the Pull There’s actually a name for this tendency. Several, in fact. According to the Terror Management Theory, when we’re reminded of our mortality (think: pandemics, wars, job insecurity), we cling to figures and ideologies that offer us &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53622</post-id>	</item>
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		<title>The «Real Men» Dilemma: Why Leaders Struggle to Say «I Don’t Know»</title>
		<link>https://trotzendorff.de/psychology/the-real-men-dilemma-why-leaders-struggle-to-say-i-dont-know/</link>
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		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Thu, 24 Apr 2025 16:44:35 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Masculinity]]></category>
		<category><![CDATA[Science]]></category>
		<guid isPermaLink="false">https://trotzendorff.de/?p=53614</guid>

					<description><![CDATA[Leadership has long been entwined with traditional masculine norms. The ideal leader is often seen as decisive, strong, in control, and emotionally stoic – traits stereotypically coded as male. In fact, classic research found people implicitly associate leadership with being male («think manager, think male»). Many organizations still operate like a «masculinity contest» culture. Some core unwritten rules of this old-school masculine code include: Never show weakness. Admitting doubt or mistakes is off-limits – a «real man» always projects swaggering confidence. Always be in control. Losing or appearing uncertain isn’t an option; one must win and be right at all costs. Avoid «feminine» traits. Traits like empathy, openness, or vulnerability are seen as unmanly; one must embody only traditionally masculine qualities. Never ask for help. Seeking support is seen as a sign of incompetence – a competent male leader should be self-reliant. Underlying these norms is the idea that masculinity is something to prove and protect. Researchers note that manhood is often viewed as a precarious social status – one that must be earned repeatedly &#8230;]]></description>
		
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