{ "id": 2686, "date": "2026-04-06T17:44:54", "date_gmt": "2026-04-06T17:44:54", "guid": { "rendered": "https:\/\/www.beraterium.de\/?p=2686" }, "modified": "2026-04-15T20:07:30", "modified_gmt": "2026-04-15T20:07:30", "slug": "gesundheit-gruender-risikomanagement-ernaehrung", "status": "publish", "type": "post", "link": "https:\/\/www.beraterium.de\/en\/gesundheit-gruender-risikomanagement-ernaehrung\/", "title": { "rendered": "Health as Operational Risk: Founders, Teams, and the Small Levers That Matter" }, "content": { "rendered": "
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Health as Operational Risk: Founders, Teams, and the Small Levers That Matter<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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  • April 6, 2026<\/span><\/li><\/ul>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    • If you only optimize processes and tech, you may miss a core operational risk: people who are exhausted, ill, or mentally overloaded.<\/li>\n
    • Performance and decision quality can erode slowly over months\u2014long before burnout becomes visible on the surface.<\/li>\n
    • Guest Alexander Schmidt frames nutrition as a small but powerful lever\u2014often more useful than stacking more \u201chacks\u201d on an empty tank.<\/li>\n
    • Eating while multitasking (meetings, screens) reduces the mental bandwidth your body can devote to digestion and recovery.<\/li>\n
    • Teams of roughly five to fifteen people are hit hardest when a key person drops out: delays, cost, and shaken confidence with investors.<\/li>\n
    • Perks like fruit baskets or filtered water help only if behavior and leadership culture align\u2014otherwise they stay symbolic.<\/li>\n
    • Five practical ideas from the episode: real food, sleep hygiene, laughter, a short deep conversation daily, time outside in nature.<\/li>\n<\/ul>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Founder-centric\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      Health as Operational Risk: Founders, Teams, and the Small Levers That Matter<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      • April 6, 2026<\/span><\/li><\/ul>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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        \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Founder-centric\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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        • If you only optimize processes and tech, you may miss a core operational risk: people who are exhausted, ill, or mentally overloaded.<\/li>\n
        • Performance and decision quality can erode slowly over months\u2014long before burnout becomes visible on the surface.<\/li>\n
        • Guest Alexander Schmidt frames nutrition as a small but powerful lever\u2014often more useful than stacking more \u201chacks\u201d on an empty tank.<\/li>\n
        • Eating while multitasking (meetings, screens) reduces the mental bandwidth your body can devote to digestion and recovery.<\/li>\n
        • Teams of roughly five to fifteen people are hit hardest when a key person drops out: delays, cost, and shaken confidence with investors.<\/li>\n
        • Perks like fruit baskets or filtered water help only if behavior and leadership culture align\u2014otherwise they stay symbolic.<\/li>\n
        • Five practical ideas from the episode: real food, sleep hygiene, laughter, a short deep conversation daily, time outside in nature.<\/li>\n<\/ul>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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          Why health rarely shows up on the founder risk register<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Risk management is about impact and likelihood\u2014and that is exactly where the physical and mental resilience of founders, CEOs, and key staff belongs. In episode 16 of Risiko Radar, Till and Peter discuss with Alexander Schmidt why health is not a private hobby next to the company but a driver of delivery reliability, deadlines, and judgment. Many startups and SMEs start with high intrinsic energy; that very phase is misleading because it delays awareness of creeping fatigue, irritability, and loss of focus. If you only treat the topic seriously after someone is out for weeks, you steer too late and usually too expensively.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          What happens to performance when the body slowly falls behind?<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Alexander describes a common pattern: first you can push hard; later you get afternoon slumps, cynicism in situations where you would normally stay steady, and small overreactions toward customers or the team. Performance does not collapse overnight\u2014it steps down in increments small enough to rationalize away while demanding stricter morning routines, more discipline, or more meditation. From his perspective in the conversation, that is the wrong lever first: when the system already signals strain, basics like sleep, recovery, and food deserve attention before you tune the margins. For risk owners and executives, that means treating early indicators seriously, not only late symptoms.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          How nutrition keeps sliding off the table in founding phases<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Peter summarizes what many self-employed people experience: when the day runs fourteen to sixteen hours, eating becomes a side task\u2014something you \u201csqueeze in.\u201d Alexander agrees and links it to a broader break from older patterns: more regional, seasonal cooking with less ultra-processed food. Today, snacks between meetings, sweet treats in appointments, and business lunches where the deal\u2014not the plate\u2014gets attention dominate. Till adds that even people who cook and meal-prep can fall into the same gaps in brutal weeks. For risk assessment, that matters because poor nutrition affects not only long-term health but short-term energy, immunity, and mood\u2014things you feel immediately in daily operations.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Why \u201ceating on the side\u201d is more than a habit issue<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          The episode stresses that meals during meetings, at the laptop, or next to a show split attention. Calories may still be fine, yet from the guest\u2019s angle it is also about how well the body can process the meal as structured \u201cinformation\u201d\u2014like installing a file while distracted. That is not perfectionism; it is about protecting short windows where food is not just background noise. For operators, that means guarding the calendar, treating meal breaks like small appointments, and not normalizing constant multitasking for the whole team.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Quality time, attention, and the psychology of eating<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Peter asks whether it makes a difference to eat good food slowly and with appreciation\u2014even when nutrients are identical. Alexander answers with the image of the kitchen as a former family anchor and argues for quality time while cooking and eating: no phone, no second screen, simple rituals that signal recovery and nourishment. It can scale; it does not need to be a candlelit dinner. The attitude matters. For leaders, the consequence is sobering: a culture of \u201calways on\u201d and \u201cno breaks\u201d undermines that quality\u2014regardless of what catering you order.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Genetics, region, and macros what the podcast is arguing<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          A robust process starts with pre-assessment. Is the expansion still an idea, or are there already assets, IP, and booked development costs in an existing legal entity? For software and IP-based models, ownership and transfera\n
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          Alexander explains that he also looks at macro distribution (carbs, fats, protein) in light of individual predisposition\u2014linked to the idea that ancestors lived in one region for long stretches. He does not prescribe a one-size-fits-all fad diet but suggests adjusting the balance to your system, like the \u201cright oil\u201d for an engine. Evolutionary claims (for example around gluten) are debated in science and must be judged individually; regardless, the practical takeaway is to personalize nutrition and tolerances and to avoid one template for heterogeneous teams. For risk analyses, that means health measures must fit the organization\u2014a carpentry shop, tax office, and tech startup carry different loads.<\/div>\n<\/div>\nbility questions are critical before any move is executed. Next comes coordinated planning with local legal and tax partners in the target country, including validation of special regimes and eligibility criteria. Only after this foundation is stable should go-to-market execution accelerate. This order may look slower, but it prevents expensive rework and strategic backtracking later.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          What team risks appear when health is systematically ignored?<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          In companies with about five to fifteen people, every puzzle piece is often critical. If a key person drops out\u2014say, shortly before a release\u2014roadmaps slip, growth stalls, and external partners may lose trust. You may patch gaps short term; long term, costs stack from onboarding, knowledge loss, and missed windows. The episode makes clear this is not \u201conly HR\u201d but a classic business risk with a visible trail in schedule and money.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          What to do instead of symbolic perksand how Beraterium frames it<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Peter describes embedding people\u2019s health in the methodology as a risk\u2014with the same rigor as other damage scenarios. He also warns against measures that look good on paper if evenings and weekends tell a different story. Alexander calls fruit baskets and filtered water nice but insufficient if the overall pattern stays wrong; he argues for context-sensitive actions (short movement or mental breaks in office-heavy work vs. already physical trades). Till and Peter add that consulting without leadership fit hits limits\u2014just like other risk topics where willingness to execute decides the outcome.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Which leadership culture makes health initiatives credible?<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          A recurring contrast is \u201cpeople are replaceable\u201d versus \u201cthe team is what the company is worth.\u201d Where leaders only swap and dispatch staff, people feel like numbers\u2014that erodes motivation and trust and makes any wellbeing program hollow. Where leaders show appreciation and shared responsibility, habits can change more honestly. Alexander also says he does not want to preach: bans create resistance; small voluntary steps and enjoyment in moderation work better. That matches the Beraterium line: name risks, design options\u2014but do not fight the decision-maker\u2019s core attitude.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Five practical tips from the episode without perfectionism<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Alexander closes with five tangible impulses: first, real food instead of heavily processed \u201csurvival food.\u201d Second, take sleep hygiene seriously and protect sleep quality even when not every night is ideal. Third, allow laughter and relaxation\u2014including a pragmatic nod to brief grinning as a stress reset. Fourth, a short, deep daily talk with someone you trust so stress does not stay unspoken. Fifth, time outdoors and contact with nature, for example barefoot on grass, to discharge tension. Peter adds with humor that the fifth tip might be to follow the first four consistently\u2014highlighting that consistency beats one-off actions.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Final takeaway: people belong in the same risk logic as time and money<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Peter describes embedding people\u2019s health in the methodology as a risk\u2014with the same rigor as other damage scenarios.\n
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          For founders, executives, and risk owners, episode 16 boils down to this: health and performance are not private side costs but drivers of likelihood and impact inside the business. Nutrition, sleep, mindful eating, and a culture that does not treat people as disposable are practical levers\u2014not substitutes for medical care, but relevant for resilience and team stability. Naming risks early and tailoring measures to organizational reality avoids expensive surprises\u2014and that is sober, professional risk management.<\/div>\n<\/div>\nHe also warns against measures that look good on paper if evenings and weekends tell a different story. Alexander calls fruit baskets and filtered water nice but insufficient if the overall pattern stays wrong; he argues for context-sensitive actions (short movement or mental breaks in office-heavy work vs. already physical trades). Till and Peter add that consulting without leadership fit hits limits\u2014just like other risk topics where willingness to execute decides the outcome.<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          \ud83c\udfa7 Listen to the full episode here:<\/h5>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Is health really a business risk?<\/span><\/path><\/svg><\/div>
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          Yes. Absence or chronic exhaustion of key people affects timelines, quality, cost, and trust\u2014like other operational risks.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Why isn\u2019t an office fruit basket enough?<\/span><\/path><\/svg><\/div>
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          Because isolated perks without behavior and leadership culture often stay symbolic if the rest of the routine does not change.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>What is wrong with eating during meetings?<\/span><\/path><\/svg><\/div>
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          It splits attention; conscious breaks can support digestion and recovery\u2014beyond the exact nutrient list.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span> Do I need a special diet?<\/span><\/path><\/svg><\/div>
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          Not necessarily. The episode emphasizes feasible everyday nutrition and individuality; medical questions belong with professionals.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Why are small teams especially exposed?<\/span><\/path><\/svg><\/div>
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          Less redundancy: losing a central person immediately hits capacity and know-how.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>What role does leadership play?<\/span><\/path><\/svg><\/div>
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          Without credible appreciation and co-ownership, programs fade; a \u201creplaceable people\u201d mindset destroys acceptance.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span> What are the fastest levers from the episode?<\/span><\/path><\/svg><\/div>
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          Real food instead of constant snacking, protect sleep, short mindful meal breaks, depth in conversation, time outside.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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          <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Ist Gesundheit wirklich ein Unternehmensrisiko?<\/span><\/path><\/svg><\/div>
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          Ja. Ausfall oder chronische Ersch\u00f6pfung von Schl\u00fcsselpersonen wirkt auf Termine, Qualit\u00e4t, Kosten und Vertrauen \u2013 analog zu anderen operativen Risiken.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Warum reicht ein Obstkorb im B\u00fcro nicht?<\/span><\/path><\/svg><\/div>
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          Weil Einzelma\u00dfnahmen ohne Verhaltens- und F\u00fchrungskultur oft nur symbolisch wirken, wenn der Rest des Alltags weitergeht wie zuvor.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Was ist mit \u201eNebenbei essen\u201c gemeint?<\/span><\/path><\/svg><\/div>
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          Essen w\u00e4hrend Meetings oder am Bildschirm teilt die Aufmerksamkeit; bewusste Pausen k\u00f6nnen Verdauung und Regeneration unterst\u00fctzen \u2013 unabh\u00e4ngig von exakten N\u00e4hrstoffen.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Muss ich eine spezielle Di\u00e4t machen?<\/span><\/path><\/svg><\/div>
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          Nicht zwingend. Im Podcast geht es um passende, tragf\u00e4hige Ern\u00e4hrung im Alltag und um Individualit\u00e4t; bei gesundheitlichen Fragen geh\u00f6rt die \u00e4rztliche Einordnung dazu.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span> Warum sind kleine Teams besonders betroffen?<\/span><\/path><\/svg><\/div>
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          Weil weniger Redundanz besteht: F\u00e4llt eine zentrale Person aus, fehlen Kapazit\u00e4t und Know-how oft sofort sp\u00fcrbar.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Welche Rolle spielt die F\u00fchrung?<\/span><\/path><\/svg><\/div>
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          Ohne glaubw\u00fcrdige Wertsch\u00e4tzung und ohne Mitgestaltung des Teams verpuffen Programme; mit falscher Grundhaltung (\u201eaustauschbar\u201c) sinkt die Akzeptanz.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div>
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          <\/path><\/svg><\/span><\/path><\/svg><\/span>Was sind die schnellsten Hebel aus der Folge?<\/span><\/path><\/svg><\/div>
          \n
          Echte Lebensmittel statt Dauer-Snacks, Schlaf sch\u00fctzen, kurze bewusste Essenspausen, sozialer Tiefgang statt nur Smalltalk, Zeit drau\u00dfen.<\/div>\n<\/div><\/div>\n\t\t\t\t\t<\/div><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>", "protected": false }, "excerpt": { "rendered": "

          Why health and nutrition are business risks for SMEs: teams, leadership, food as a lever, and five tips from Risiko Radar episode 16.<\/p>", "protected": false }, "author": 1, "featured_media": 2687, "comment_status": "open", "ping_status": "open", "sticky": false, "template": "", "format": "standard", "meta": { "footnotes": "" }, "categories": [ 1 ], "tags": [], "class_list": [ "post-2686", "post", "type-post", "status-publish", "format-standard", "has-post-thumbnail", "hentry", "category-uncategorized" ], "yoast_head": "\nGesundheit als Unternehmensrisiko \u2013 Tipps f\u00fcr Gr\u00fcnder<\/title>\n<meta name=\"description\" content=\"Beraterium : Warum Gesundheit und Ern\u00e4hrung Unternehmensrisiko sind: Team, F\u00fchrung, Ern\u00e4hrung als Stellschraube und 5 Praxistipps aus Risiko Radar Folge 16. 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