Our ability to work in a team is tested many times over in early childhood; does a child find it easy or difficult to integrate into a playgroup? What position/attitude does he or she take in it? How does the child's presence affect the others in the group, or does the child adapt his or her typical behavioural patterns in order to feel better integrated?

From an evolutionary point of view, we are all ‘team players’. Survival was only possible as a group, and the expulsion of a member from his group was considered a death sentence. In fact, the Homo Sapiens species would hardly have been able to establish itself in the long term, let alone produce such highly complex societies and cultures, had it not acted in the form of groups and later in social structures. All that we are today once grew out of our willingness to cooperate.

Even if, unlike thousands of years ago, our survival as a species is no longer at stake, the ability to work in a team is still an essential skill for a society to function. We feel comfortable and valued when we experience a sense of belonging, and that should be the case in a team.

Interestingly, the thought of working with others can evoke very different feelings in us. Rather negative emotions arise as soon as you are not allowed to choose your group. Whether it's a new project at school, at university or at work, you prefer to work with people whose personality or skills you value the most. But what if you have to find your way into a team initially, or build it up, or find your way back into it after a dispute?

BEGINNING: How do I join or rejoin a team?
If the group constellation is uncertain or you yourself are a ‘newcomer’ in an already existing group, the joy of the announced group work can quickly turn into discomfort for a simple reason: we do not know what and who is expecting us. We cannot adjust to the dynamics of the group in advance. For the time being, we have to take on the dynamics more passively and engage with them temporarily. It must be taken into account that the team is usually just as unaware of what to expect from your participation. The team can also not predict how your presence will affect the dynamics of the group. In such uncertain situations, caution is advised. An open, unbiased, honest and at the same time not too arrogant encounter on both sides is the recommended approach here.

ANTICIPATION: Stay flexible!
Working together always requires a certain willingness to compromise. We have to find compromises with ourselves, with our ideas and convictions, but also with those of others. We may have to take on new, unfamiliar positions. Perhaps it will be a managerial position or a more open, creative position. It depends on the dynamics of the group and the individual characteristics of all members. So don't close yourself off from new challenges, stay open to new things and maybe you will even discover new strengths for yourself.

PARTICIPATION: Get involved!
The team won't benefit from you if you hold back too much! Share your own ideas and opinions openly with the other members, even if you risk a heated discussion. The best decisions can be made together precisely because everyone brings a different perspective to the table. Ultimately, this is how the most coherent decisions for everyone can be made. We humans are incredibly individual, and our strength as a team should be to use our individuality to our advantage. If you feel that you are not able to express your opinion freely, not only you will be dissatisfied with the collaboration in the long term, but everyone involved. Consequently, good results will not be achieved and the team will fail.

RESPECT AND TRUST: Listen to others and have faith in others!
Treat others as you would like them to treat you! The best way to work together is when all team members feel respected and heard. Take the suggestions and ideas of others seriously and don't dismiss them just because they seem insignificant at first glance or because you are convinced that your own idea is better. Learn to delegate responsibility and trust that others will do it in the best possible way for the benefit of the team. You can't do all the work alone. In a team, the work is shared in order to optimise the quality and quantity of the project.

COMMUNICATION: Discussions are unavoidable!
Don't avoid discussions, don't shy away from them, because often the best solutions arise from them. They are part of the process and highlight unresolved issues. Discussions initiate a solution-finding process. The principles already listed apply here again (Listen to others! Make constructive suggestions or criticism! Remain respectful and trust in the strength of the team!). Collaboration cannot work if everyone does their work alone, without exchanging ideas or coordinating with the team. Those who do not talk to each other, but at worst only about each other, miss out on the huge advantages of teamwork!

Athletes who train for several hours every day and often push themselves to or beyond their limits must pay attention to their diet, otherwise the body would quickly give in to such demanding physical strain. How about if the same methodology could be applied to mental performance? Even if your work is hardly physically demanding, at the end of the day it comes down to the same thing as in physically demanding jobs, e.g. top athletes, namely your performance!

So once again: Why shouldn't we start to see our activities in a sporting sense and optimize our mental performance with the help of so-called "brain food". This term refers to foods that provide the brain with optimal nutrients; they are supposed to improve mental performance, concentration, memory, general attention and stress resistance. There`s a good reason on why terms such as "brain food" or "trail mix" are in circulation among society.

Well, unfortunately it is not quite that simple. The question of whether "brain food" actually influences mental performance is still controversial among scientists. Although experiments under laboratory conditions have shown that some micronutrients from certain foods have a positive effect on the neuronal development of the brain regions of animals, the evidence for humans still seems to be insufficient.

What is certain, however, is that some nutrients are essential for healthy brain development and function. A lack of these nutrients can therefore have negative effects on mental performance, mental health and vital bodily functions.

For example, a lack of vitamins can lead to confusion, easy irritability, increased susceptibility to stress, fatigue, concentration problems and even permanent neuronal damage due to neurodegenerative diseases such as dementia or Alzheimer's. Vitamins are essential micronutrients; they contain important antioxidants, which primarily serve to protect healthy cells in the body and can therefore also protect the neuronal functions of the brain regions from free radicals. Taking vitamins has a positive effect on our general well-being and health. Blueberries, walnuts, oranges, broccoli and green leafy vegetables are particularly suitable for the natural absorption of vitamins and antioxidants.

Equally important are omega-3 fatty acids, such as those found in fatty fish or as a plant-based alternative in linseed/chia seeds and algae oil. Omega-3 fatty acids cannot be synthesized/produced by the body on its own and must therefore be added externally, such as through food. While a lack of omega-3 fatty acids temporarily contributes to learning difficulties, concentration problems and forgetfulness and in the long term can even lead to an increased risk of neurodegenerative diseases also such as Alzheimer's and dementia, the intake of omega-3 fatty acids has a positive effect on brain development in infants. At the same time, omega-3 fatty acids have an anti-inflammatory effect, and the risk of chronic diseases in the cardiovascular system can be reduced by taking enough of them. Studies have also shown that omega-3 fatty acids have a positive effect on psychological stability, so people who consume more omega-3 fatty acids are less susceptible to mood swings, depression and anxiety.

Another insider tip among the "brain foods" is dark chocolate, which is rich in flavonoids, which promote blood circulation, so the brain can be better supplied with oxygen and nutrients, which is particularly important for processing information. When learning or learning things, flawless information absorption and processing is essential. The antioxidants contained in dark chocolate can also protect the brain from neuronal damage and counteract cognitive decline in old age. The moderate amount of caffeine contained in dark chocolate also has an invigorating effect on alertness, focus, reaction speed and general attention span. Some studies have shown that people react more quickly to visual and auditory stimuli by consuming dark chocolate, which is beneficial when solving tasks that require a quick decision-making process. However, the scientific evidence for this is not yet comprehensive enough and requires further research.

Whether during exam periods, in the office during a demanding project, when learning a new language or simply for the health of body and mind, anyone who wants to keep a clear head should think about how to support the body during the process. Often enough, the nutrition debate is about physical health, which is often reduced to appearance or the number on the scales. The influence of food on mental health and thus automatically on the performance of the entire human organism is considered second at most, and unfortunately is usually completely ignored. A healthy diet is worthwhile for everyone, not just for the sports enthusiasts among us! So here is a final question; How many "brain foods" have you eaten today?

It is caused by the so-called Zeigarnik effect, named after psychologist Bluma Zeigarnik, who completed her doctorate at Humboldt University under Professor Kurt Levin in the 1920s.

Zeigarnik undertook various studies to determine whether there was a universal law behind the fact that unfinished tasks and unachieved goals keep coming back to us, while completed processes no longer occur to us.

Numerous other psychologists subsequently studied the research and results. Some believed that the earwigs were an unfortunate by-product of a basically very useful function, namely the complete completion of tasks. This led to various theories about how the Zeigarnik effect works.

The best explanation of the Zeigarnik effect comes from an experiment by E. J. Masicampo.

In this experiment, students were asked to write down all the tasks they had to complete in relation to their most important exam of the semester. The students in the control group were also asked to create a study plan. After that, all students had to solve a task.

And it happened as expected. The students who had not set up a learning plan but had only written down the tasks achieved worse results than the students in the control group. Apparently, their thoughts revolved more around the upcoming exam and the tasks to be completed for it. The students in the control group who had set up a specific learning plan were able to concentrate. They apparently had a clear mind.

In further experiments, the plan always made the difference. If the test subjects did not have a concrete plan, the unfinished and sometimes not even started tasks ran through their heads. They were less able to concentrate than the test subjects with a plan.

The Zeigarnik effect is therefore not a subconscious voice constantly reminding us of unfinished tasks, but rather an invitation to our conscious mind to make a specific plan. Once the plan has been made, the subconscious mind is at rest.

So, to avoid hectically jumping between the tasks on our to-do list and consequently getting nothing done, we should also set up a work plan with priorities. And very important: to achieve our big goals, the work steps should always be divided into stages and the next step should always be defined very clearly.

There are simple rules that can make you a great communicator. We know already many of them. For example: Do not go into a conversation unprepared and keep the goal of the conversation in mind.

Chris Fenning has dealt intensively with the topic of leading conversations. In his book The First Minute he shows how you can shape your conversations in the business world effectively from the very beginning and communicate even complex topics simply and clearly.

In his view, the first 60 seconds of your conversation are particularly important. How you structure this first minute determines the success of the conversation.
No, don't condense all the information into the first sentences, but rather

(1) Frame the conversation in fifteen seconds or less. Framing provides context, makes your intentions clear, and give a clear headline.
(2) Create a structured summary of the entire message you need to deliver.
(3) State the goal and define the problem that stands between you and achieving that goal.
(4) Then focus the conversation on achieving the solution.

Chris Fenning gives these and many other tips in his 118-page book. He can help you become a great communicator.

Each of us wants to achieve goals and make progress every day, to use every day to the full, to simply make something out of every day! But how can I be productive and how can I remain productive even in difficult, stressful phases in the mill of everyday life?

Being productive is different for everyone. An athlete has to organise his day differently and pay attention to different things than a factory or office worker or like me as a student. External and internal influences and pressures determine the structure of everyone's day differently.

However, one thing is pretty much the same for everyone. We are all subject to a so-called biorhythm. This, however, is slightly different for everyone. There are the early risers, the so-called larches among us, who get a full start first thing in the morning, or the so-called owls, who get a boost in the evening hours.

Regardless of whether you are a larch or an owl, in order to make something out of every day, to be productive and to stay productive, each of us should know and internalise the following points:

(1) Our biorhythms run in waves. In the morning and in the afternoon, for example, we have a high-concentration phase in which we are most productive. This is when you should accomplish the most important and difficult tasks of the day.

(2) After the concentration phase in the morning, we fall into a low at noon. You should use this time to eat and take a short breather. A short power walk in the fresh air after the meal will revive you and give you energy for the afternoon.

(3) Productive phases have a limit. After about 70 to 90 minutes, concentration begins to wane. Signs of an intermediate low are sudden hunger, thirst, repeated yawning and typically easy distractibility.

(4) Take a power nap of about 15 minutes in between. Sleeping at work? No longer a no-go today. For athletes it is obligatory, for everyone else it makes sense. It gives you new power, but should not last longer than 20 minutes, as the body then falls into a deep sleep and the day is over. Take your bunch of keys in your hand. During the power nap you will drop it before the deep sleep phase. For all coffee drinkers, here's a Formula Froböse tip: drink an espresso directly before the power nap. The effect of the caffeine sets in after about 20 minutes and makes you awake and fresh again.

(5) Regular and sufficient sleep according to a fixed rhythm is the most important basis for power in everyday life. Fixed bedtime and rising times are essential. Sleeping an extra hour at the weekend is okay. But it should not be more than that in order not to fall out of rhythm.

(6) Avoid alcohol and nicotine and make sure you eat a good, balanced diet with reduced sugar content.

If you want to learn more about this topic, then grab the book "Golden Rules" by Martin Krengel or the book by Prof. Dr. Ingo Froböse from the Sports University in Cologne "Die Formel Froböse - Der Wegweiser für ein vitales und gesundes Leben".

There are many tools that make time management easier or form the basis for successful time management. Today we will introduce you to one of them, the so-called Eisenhauer Principle, which you may also know as the Priority Matrix.

Correction: We are not presenting it to you, but bringing it as a reminder. Because you know what it is all about. But do you apply it? Let's get to that later.

The principle, developed by Dwight D. Eisenhower, is not without controversy. After all, how can processes become urgent if time management is done properly? After all, managing time properly is supposed to prevent things from burning. But the experienced knows that even the best planning is not infrequently thwarted by the unexpected. And usually a surprise doesn't come alone.

Now the tool becomes interesting and convinces even the last critic. If you want to keep a cool head, you need to get a quick overview of all topics, their urgency and importance. Working in a graphically clear way now has advantages that the Priority Matrix offers.

How does it work? Professionals always have a form ready to hand in their desk drawer. But it is quickly done. A sheet of paper, divided into 4 fields with 2 simple crossing strokes, the to-do's are entered into the respective field according to their importance and urgency according to the following criteria:

Priority A (top left field): Tasks that must be completed immediately and are of absolute importance. You tackle these tasks yourself.

Priority B (upper right field): Tasks that are not urgent but are absolutely important and therefore have to be done by you. You schedule these tasks and complete them in a concentrated manner at the set time.

Priority C (lower left field): Tasks that have to be done urgently but are not really important. Delegate these tasks to safe hands.

Priority D (lower right field): Tasks that are neither urgent nor important. These tasks end up in the waste-paper basket.

Stop. In the waste paper basket? Many people interpret "Don't do it" in this way. With a critical focus, this is too superficial and perhaps also too arrogant a thought. These things often just need a polite return to where they came from.

After a quick overview of all topics has been created on a sheet of paper in crisis management, the next steps are to stringently work through and track the to-do's. Outlook and MS Teams with its numerous apps such as Planner can be used for this purpose. However, if you still like it graphically and would like to implement the tool permanently in the team, you should think about using Appfluence.