Vahlen, October 2024 - Greater flexibility, better decisions, lower risk of failure - these are just some of the many benefits of co-leadership, according to Janina Schönitz and Stefanie Junghans. The two authors, both experienced Co-Leaders themselves, have created a clear and helpful guide for leaders and companies who want to adopt this form of job sharing.

At the beginning, Stefanie Junghans also had to do some convincing for her tandem partnership. She and her partner applied for a position at SAP that was not advertised for a leadership duo. "The model itself was known at SAP, but, as often in companies, not across the entire organization. But it worked, and we started Co-Leadership at the beginning of 2021," reports Junghans, who, after a stint at Haniel (also in a duo), now runs her own agency full-time. in addition to her part-time position at DB, is once again working in a management duo at her consulting agency...

Job sharing has been around for a long time – when it comes to leadership positions, it's called "Co-Leadership". Stefanie Junghans and Janina Schönitz are both part of leadership tandems and explain why the Co-Leadership initiative often fails, who is suited for it, and how this model can positively impact our society.

Like the entire world of work, employment contracts are also subject to constant change. There are times when companies place great emphasis on post-contractual non-compete clauses, and there are times when the focus is on shaping the way work is organized.

Beyond is the leading trade magazine for internal communication – I am excited about the interest in Co-Leadership in this area as well. Enclosed you will find the latest article, as well as the opportunity to win one of three books by Stefanie Junghans and myself, "Co-Leadership - Job Sharing as an answer to a changing work environment" – good luck!

Booklet on the exhaustion study by Civey and the willingness to adopt shared leadership.

We ask our podcast guests to answer three questions about key aspects of the podcast episode afterward. For everyone to read.

Co-Leadership models are becoming more popular, but they are still rare exceptions in the organizational world. What questions and prejudices should one expect in environments where tandem leadership is still new? And how can these be addressed wisely?

The world of work is changing – a shortage of skilled workers and the desire for flexibility are creating a need for new solutions. Job sharing is an emerging model that is becoming increasingly popular among employees and companies.

Along with the growing interest, there are also concerns and skepticism.

The topic of exhaustion among leaders and shared leadership is becoming increasingly relevant in the modern workplace. With increasing workloads and international crises, many people are feeling exhausted, especially those who bear responsibility for teams and organizations.

Our world of work has changed profoundly in recent years. This shift has transformed the former employer market into an employee market.

As a result of this change, companies today face intense competition for skilled workers, as the talent shortage is omnipresent.

United Nations forecasts show that the number of employed people in Germany is expected to decline by 13% by 2050. This demographic change will be further exacerbated by the impending retirement of the baby boomer generation.

Sharing a leadership position with a tandem partner — that's what Stefanie Junghans and Janina Schönitz do. They've never doubted the Co-leadership model, even when it's been bumpy at times.

Personalwirtschaft: Ms. Junghans, Ms. Schönitz, you share your leadership role at Haniel and Deutsche Bahn with a colleague in what's called Co-Leadership. Two people jointly take on a leadership role – how did this come about?

The economy and the job market are changing. There are plenty of reasons for this – whether it's digitalization, global crises, or the shortage of skilled workers. These books are a must-read for leaders in 2024.

Greater flexibility, better decisions, and reduced risks of failure – these are just some of the many benefits of Co-Leadership, according to Janina Schönitz and Stefanie Junghans. The two authors, both experienced Co-Leaders themselves, have created a clear and helpful guide for leaders and organizations who want to adopt this form of job sharing. Ten interviews with successful leadership tandems show the wide variety of possibilities. A book that dispels common misconceptions and encourages exploring more flexible work models.

Co-Leadership is frequently discussed these days – the flexible work model where two people share leadership responsibility. But how do you actually start Co-leadership? Stefanie Junghans and Janina Schönitz hold leadership positions as Co-leaders at their respective employers and share tips from their practical experience.

Our working world is changing. We are currently experiencing a massive shift toward an employee-driven market. Stefanie Junghans and Janina Schönitz hold leadership positions as co-leaders at their respective employers and published their book, "Co-Leadership," in September 2023. In this article, they reveal how co-leadership can be successfully implemented in practice.

The world of work is changing and demands increasing flexibility in work and leadership models. One way to respond to this changing work environment is through job sharing and Co-Leadership models. Stefanie Junghans and Janina Schönitz are both working in Co-Leadership tandems at their respective employers and jointly published the book "Co-Leadership". In this expert article, they demonstrate the added value these models bring to companies and employees.

Two employees – one position. This represents the flexible working model of job sharing. Shared workspace, shared expertise, and shared responsibility. There are plenty of positive examples showing that this can work. The trend of Co-Leadership has also increasingly made its way to leadership levels.

Berlin. Sharing a leadership position? Co-Leadership is meant to help with many challenges. Two professionals explain how the model works.

Younger generations are hardly aspiring for leadership positions anymore. But who will lead the projects of the future? The concept of shared leadership promises a solution.

This article provides practical tips on how to successfully implement this model.

Stefanie Junghans has been the Head of Talent in Co-Leadership with Meike Groters at the sustainable portfolio investor Haniel since August. Prior to that, she was Head of Organizational Development @SAP Cloud ERP at SAP, where she worked for over two years in Co-Leadership with her former colleague Stephanie Fehringer.

The mother of a 9-month-old son had already worked at SAP for over 6 years and, after studying pedagogy and business administration, dedicated herself to IT. She is also an independent coach and focuses on the future of leadership and leadership transformation.