Top 10 Leadership Voice (Germany) | Helping leaders & teams create change with clarity, energy & purpose | Trainer & Coach | Psychological Safety | Visual Thinking & Neuroscience

Hi! I'm Maria Luisa, a leadership and personal development coach and visual thinker 👋

I help leaders, teams, and professionals create change with clarity, confidence, and emotional balance so that they can grow, lead, and perform at their best.

You're in a leadership role, or simply someone others rely on.
Maybe you've done this for years, but lately it's costing more energy than it's giving.

I still want you to know that you're expected to show up strong.

Notice any of this?

 You're juggling constant change and competing demands.
 You're always "on" but rarely have time to think.
 You're skilled and experienced, but the work feels empty.
 The pressure is real, and it's taking a toll.

That's where I support.

My coaching is personalized, practical, and rooted in neuroscience. 
I help you:

 ✔ Stay focused and clear, even when demands clash
 ✔ Set boundaries that protect your time and energy
 ✔ Manage pressure with emotional balance
 ✔ Feel more connected to your work and your team
 ✔ Reconnect with your values so your work feels meaningful

Why work with me?

 • 20+ years in corporate roles and senior leadership
 • Trusted by organizations like Deutsche Bank, Merck, BioNTech, OLX, Oracle, Thermo Fischer, or Fresenius
 • Designed and led programs on psychological safety, change leadership, and resilience
 • Coached  +150 professionals and leaders across industries
 •  Trained +2900 professionals in visual thinking and communication
 • Certified NeuroLeadership, Dr. Joe Dispenza consultant

➤ WHAT CLIENTS SAY:
"I joined a corporate training with Maria Luisa during a major restructuring at our company. Her approach fundamentally changed how I lead, especially in how I communicate and make decisions under pressure. It made a lasting difference in how I show up during times of change." - Alessia Orlandi, Fresenius Medical Care -

You're ready to work with more clarity, balance, and purpose without burning out,
 DM to talk about how I can support you.

Most leaders think empathy is just about being kind and polite.

The problem? Many leaders construct walls instead of bridges.
They focus on control. 
They prioritize tasks over people. 
They create distance that stifles innovation.

But empathy isn't soft. It's strategic.
The most successful leaders? They're master architects.
Their secret isn't complicated processes or fancy frameworks.
It's their ability to connect with their people authentically.

Want to build bridges? 

Here are three simple habits:

Ask, don't assume
→  "What's your take on this?"
→  "How would you solve it?"
→  "What support do you need?"

Share your struggles
→  Talk about your mistakes.
→  Show your learning process.
→  Be human, not perfect.

Start with silence
→  Listen for two full minutes before speaking.
→  Watch body language.
→  Take notes on your observations.

The bridge you build today is the team that'll have your back tomorrow.

Which habit has made the biggest difference in your leadership?

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Maria Luisa Engels

With over 23 years of experience as an employee and as a consultant, as well as a long career as an artist and designer, I have worked in different industries like automotive, health care or IT. I support leaders, teams and organizations to develop the skills and apply the tools to make change happen through neuroscience.

Maria Luisa Engels is part of a global network of corporate consultants trained by Dr. Joe Dispenza, New York Times best-selling author, lecturer, and researcher, to teach organizations how to apply the neuroscience of change to increase employee engagement, collaboration, creativity, productivity, and ultimately — business results. The kind that can enable organizations to create new outstanding results.
She has been involved in Dr. Joe Dispenza’s work since 2016.

NCS consultants have worked with teams at Cisco, Sony, Coca-Cola, IBM, Johnson & Johnson, USAID, Rackspace, Microsoft, Pfizer, Heineken, and many more.
Organizations who benefit from working with NCS believe that…

•	Day-to-day stress is “death by 1000 cuts” for performance and productivity and know there has to be a better way to work together to meet project deadlines and performance goals.
•	Thriving during mass-scale change or reaching higher levels in business as usual times can only happen from the inside out.
•	Individual employee habits add up to and dictate how well a company performs.
•	The best way to create an organization nimble enough to act and thrive on market changes is to intentionally focus on upgrading the individual patterns of each employee.

To learn more about NCS offerings, message me here on LinkedIn or by email at 
MarisaE@NeuroChangeSolutions.com

➤ BOOK A 15-MINUTE CALL:
Contact me for a 15-minute call to discuss the challenges your organization is facing and the optimum outcome you’d like to see.
If you’re interested in learning more, I will develop a proposal to highlight how NCS can support your needs and meet your specific goals in your change efforts.


➤ WHAT CLIENTS ARE SAYING:
“We brought Dr. Joe Dispenza to our first leadership conference after a large acquisition. As our leaders and employees worked to integrate people and processes into one new organization, the requirements for personal change and new actions were overwhelming… In less than one month of our conference, we began hearing about and experiencing positive effects.” – WOW! Internet Cable Phone

Helping leaders & teams create change with clarity, energy & purpose | Trainer & Coach | Psychological Safety | Visual Thinking & Neuroscience

I still remember sitting in that meeting while my manager was talking.
The room was quiet.

One colleague drew a breath, ready to share a different view, but hesitated.
The discussion moved on, and his voice never came out.

That’s how missing psychological safety shows up.
Not in arguments, but in silence.

Here are 14 Red Flags to recognize a break in psychological safety:

1. They laugh at people's ideas.
↳ Nothing kills creativity faster than being mocked: people stop speaking up.

2. They correct someone in front of others.
↳ Public criticism creates shame and silence instead of learning and growth.

3. They ignore when someone looks stressed.
↳ When leaders miss emotional cues, people feel invisible and unsupported.

4. They give more work but no support.
↳ Overloading others without help leads to burnout, not results.

5. They care only about results, not effort.
↳ When effort doesn't matter, motivation and trust disappear.

6. They judge instead of listening.
↳ Quick judgment shuts down honesty and stops honest communication.

7. They use power without kindness.
↳ Authority without empathy creates fear, not respect.

8. They avoid difficult conversations.
↳ Ignoring problems doesn't keep peace; it quietly destroys trust.

9. They expect people to be perfect.
↳ Fear of mistakes kills creativity and growth.

10. They ask others to be open but never share themselves.
↳ Vulnerability starts at the top because people mirror what they see.

11. They punish people for trying new ideas.
↳ When innovation gets punished, learning stops.

12. They ignore feedback or suggestions.
↳ Dismissing input tells people their voices don't count.

13. They take back control after saying, "You decide."
↳ Micromanaging after promising freedom destroys confidence.

14. They get upset when someone makes a mistake.
↳ Overreacting teaches people to hide problems rather than fix them.

Which of these habits do you see most often missing in teams today?
Share your tip below!

Most people mistake exposure for learning.

My grandfather earned a law degree at 40 while working two jobs and raising four children.
He taught himself carpentry. Wrote two books.

I never saw him stressed.
Learning was just part of who he was.

He didn't have YouTube or online courses.
Just books and a singular focus on building a legacy for his children.

He studied law to secure his family's future.
Carpentry because he wanted to build things for his home.

The motivation was built-in.

That's what separates people who truly self-educate:
they have clarity about why they're learning something.

I started learning German years ago because I enjoyed the language.
That decision eventually helped me move to Germany and opened doors I never anticipated:
like training opportunities with American companies for their German employees.

You never know how skills will connect.

Today we have unlimited access to information,
but choosing what deserves your attention is where most people struggle.

Three principles my grandfather lived by (without saying them out loud):

1) Follow what feels natural.
Not what your industry says you should know or what looks good on LinkedIn.
What genuinely pulls your curiosity.
My grandfather learn carpentry because working with his hands brought him peace.

2) Choose what helps you right now.
The best learning solves a problem you're facing or answers a question you actually have.
He studied law when his family needed financial security, not as an intellectual exercise.

3) Pick what you enjoy.
Learning in your free time doesn't have to be tedious.
If it feels like punishment, you're learning the wrong thing.
He wrote those books because the stories demanded to be told, not to add "author" to his resume.

The challenge isn't finding time.
It's finding clarity about what deserves your attention.

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The fastest pit stops in Formula 1 take 1.8 seconds.
Twenty people. 
Perfect synchronization. 
Zero room for ego.

Watch any winning F1 team and you'll see it:
The driver gets the trophy, but the crew chief gets another championship.

I train teams in constructive dissent and psychological safety.
Google's Project Aristotle found psychological safety is the #1 factor in high-performing teams.

The problem? 
Fear blocks more talent than lack of skill ever will.

Success looks different for each person on your team.

For some, it's growth into roles they never imagined.
For others, it's work-life balance and leaving on time.

Maybe it's autonomy to make decisions without micromanagement.
Or recognition for the work they're actually doing.

Your job as a manager?
Figure out what success means for each person.
Then clear the path.

Here's what helping your team succeed actually looks like:

→ When someone makes a mistake, ask:
 "What did we learn?" before "How do we fix this?"

→ Give your direct report credit in the meeting where it matters, not just in private.

→ Ask one person each week: 
"What's blocking you that I can remove?"

→ Welcome dissent in meetings instead of nodding heads and hidden resistance

When you do this, something changes.

Your team stops asking for permission.
They bring you solutions, not just problems.
They stay when recruiters reach out.

Your success as a manager gets measured by what your team delivers when you're not in the room.

The best managers?
Their people stay longer, grow faster, and solve problems instead of escalating them.

The pit crew doesn't get the trophy.
But they get to build champions.

Is that trade worth it to you?

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Think your team feels safe to speak up?
Most leaders are surprised to learn this:
They overestimate how safe the team really feels.

The biggest blind spot?
Confusing comfort with safety.
They see their comfort and assume everyone else is fine.
That is why when I audit teams, I exclude the leader from the survey.
To get less biased results.

The problem?
People mistakenly think psychological safety means:

➡️ Always agreeing with each other
➡️ Avoiding conflicts at all costs
➡️ Letting the leader handle all the hard stuff

But here's what I've learned about what psychological safety is:

1. Turn conflict into progress
- Thank those who challenge your ideas
- Celebrate "failed" experiments that taught valuable lessons
- Respond to bad news with "thank you"

2. Share the stage
- Use "we" for problems, "I" for ownership
- Rotate meeting leaders
- Give credit for raising red flags early

3. Make courage easy
- Use anonymous polls for sensitive topics
- Share agendas 24h ahead
- Track talk-time and rebalance if skewed
- Clearly define decision owners

Here’s the truth: your team doesn’t need more comfort.
They need clarity, fairness, and structured ways to speak up.

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"I'm in meetings all day. When am I supposed to actually work?"
(my director friend, last week.)

Back-to-back calls from 9am to 6pm.
Constant task jumping, zero breaks.

"I just need fewer meetings," she said.

So we looked at what was really going on.

The meetings weren't the problem.

What was really draining her:

→ Mental replay loops after difficult conversations
→ Emotional pressure from carrying team stress
→ The mental cost of staying "on" all day
→ Switching between tasks hundreds of times a day

This wasn't weak willpower.
This is how your brain actually works.

Getting this wrong is dangerous.

She shortened meetings. Energy stayed low.
She blamed her planning. The shame spiraled.
She worked even harder. Burnout accelerated.

The wrong fix makes it worse.

Fix the wrong thing and:

→ 40% drop in decision quality from fragmented attention
→ Chronic exhaustion despite "efficient" schedules
→ Team instability as drained leaders can't stay present

You work harder. Nothing changes.

What actually works:

1. Kill task jumping
Pick one meeting tomorrow.
Single agenda item only. Close all other tabs.
→ Gets back 40% of your focus

2. Stop the pings
Phone on Do Not Disturb for 90 minutes daily.
Block time before your first call.
→ Cuts interruptions by 25%

3. Force refocus breaks
After every 90 minutes, take a 5-minute walk.
No phone, no thinking.
→ Adds recovery back into your day

You're not broken.
You're fighting the wrong battle.

Once you see what's really draining you, everything changes.

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Negative feedback is like medicine.
Give it wrong, and it becomes poison.
Delivered well, it fosters growth.

Yet, many struggle with this balance:

→ 68% of managers feel uncomfortable giving negative feedback
→ Cultural differences add complexity
→ Wrong delivery breaks trust and stops growth

That is why choosing the right feedback path is key.

→ Direct feedback (The Tunnel):
Use when:
→ Performance impacts business results immediately
→ Deadlines are missed
→ Safety or compliance issues arise

"Your report has three errors that delayed our client meeting.
Let's address these by 5 PM to stay on track."

→ Indirect feedback (The Mountain Road):
Use when:
→ Working across cultures that value harmony
→ Building new work relationships
→ Addressing complex performance issues

"I noticed a few areas in the report that could be improved.
How do you feel about the challenges you faced?"

"I've been reviewing the project timeline. What obstacles are getting in the way of meeting our milestones?"

→ Know your audience's cultural context:

Research by Erin Meyer shows that feedback preferences vary widely:
→ Germans, Dutch, Danish → Value direct feedback
→ Japanese, Indonesian, Thai → Prefer indirect approaches
→ Americans, British → Mix of both

When working across cultures, ask: What communication style builds trust here?

→ So, how do you know which path to take?
→ Check the context (urgency, culture, relationship)
→ State facts first, judgments last
→ Always end with specific next steps

Remember: Match your path to your purpose.
Direct ≠ harsh
Indirect ≠ unclear

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I felt like a fraud. My first client saw a coach.

I left corporate in 2018 and tried three different business models.
When I finally landed on coaching, imposter syndrome whispered:

"No credentials. No experience. No chance."

But my first client didn't hire my resume.
They hired my hunger.

What they saw in me:

1) Questions mattered more than credentials
Fresh curiosity often sees what veterans miss.
They valued my "why" more than my CV.

2) Willingness beat experience
Energy to figure things out trumped a decade of coasting.
Adaptability outlasts expertise.

3) Starting over proved resilience
My non-linear path wasn't a red flag.
It proved I could handle uncertainty.
They chose character and trusted I'd build the skills.

I compared myself to coaches with full rosters, established practices, perfect positioning.
But someone saw past what I lacked.

Sometimes your "inexperience" is exactly what they need:
fresh perspective without old assumptions.

I'll never forget the person who gave me that chance.
Their belief became mine.

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Your best ideas are dying in silence.

In blame cultures, silence becomes survival.

Your brain treats social rejection like physical danger.

The same alarm system that kept our ancestors alive now keeps your ideas trapped.

When safety disappears, so does innovation.

But when safety exists, everything changes.

You can challenge decisions without being labeled difficult.

You can admit mistakes without tanking your reputation.

You can ask questions without looking weak.

I recently watched a senior engineer ask, "Can someone explain why we chose this approach?" in a planning meeting.

Three junior developers visibly relaxed. One finally admitted they had been confused for weeks.

Permission to "not know" spreads faster than gossip.

Most people wait for leadership to create safety.
But you can start building it right where you sit:

→ Validate others before you disagree
"I see the logic behind that approach. I'm wondering how we handle [X]..."

→ Ask the "obvious" questions
"This might be basic, but can someone walk me through the 'why' here?"

→ Own your mistakes early and openly
"I miscalculated the timeline on this. Here's what I learned and how I'm adjusting."

Safety isn't built in boardrooms.

It's built in Tuesday morning standups. 
In Slack responses. 
In the split second between someone's mistake and your reaction.

You don't need permission from the top to start building safety.

Start with your own circle, the rest will follow.

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Bias doesn’t shout.
It whispers in every decision you make.
And it often sounds like confidence.

I’ve been wrong about people more times than I’d like to admit.
We all have.

We’ve guessed what others think and missed.
We’ve trusted our gut and later realised it was bias.

Because we don’t see the world as it is.
We see it as we are.

Those tiny filters shape who we listen to, trust, or overlook.
And they quietly block better ideas.

I pulled together 12 common perception biases we all fall for, along with one quick action to fix each.

Here’s a glimpse:

1. Confirmation → seek proof for your view → ask for the opposite.
2. Availability → trust what’s recent → check the data.
3. Blind Spot → think others are biased → get feedback.
4. Halo → one trait colours judgment → use criteria.
5. False Consensus → assume others agree → verify.
6. Transparency → expect mind-reading → say it out loud.
7. In-group → prefer familiar voices → invite outsiders.
8. Anchoring → cling to the first idea → compare options.
9. Attribution → blame people, not context → ask why.
10. Illusion of Control → think we control all → separate facts.
11. Planning Fallacy → time optimism → double your estimate.
12. Dunning–Kruger → overrate our knowledge → check evidence. 

All those biases are human, but manageable once you see them.

Smarter decisions don't start with more data.
They start with more bias awareness.

See the full visual below to spot which ones you fall for most.

Which bias shows up most often in your work?
I'll start. Mine's confirmation bias.

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Starting again at 50 isn't too late.
It's the reward for everything you've learned.

At 22, I moved to Germany with $2,000 and not a word of German.
At 27, I finished my second Master's degree.
At 48, I quit my corporate job and launched my first business.
At 50, I rebuilt from zero after the pandemic closed it.
At 55, I built two thriving businesses and now earn twice my former corporate income.

Reinvention doesn't wait for perfect timing.
It begins the moment you trust yourself more than your fear.

People often say time runs out.
But it doesn't. It refines you.

Here's why:
With experience, you see clearly, know your strengths, and care more about meaning than approval.

These five remarkable women proved that growth has no deadline:

→ Vera Wang launched her design label at 40, still creating at 76.
→ Arianna Huffington founded The Huffington Post at 55, sold for $315M.
→ Julia Child published her first cookbook at 50 and reached millions of viewers.
→ Reese Witherspoon built her media company at 40, sold for $900M.
→ Martha Stewart turned her 40s into a global brand.

My personal takeaway:
Reinvention builds self-confidence.
Resilience grows through experience.
And gratitude turns experience into wisdom.

Here are three steps to start fresh at any age:

1️⃣ Reconnect with your strengths
→ Write down what you're both good at and enjoy doing.
→ Ask yourself how those strengths could serve others now.

2️⃣ Experiment without losing stability
→ Start small: one project, one skill, one audience.
→ Keep what works, release what drains you. Progress comes from pruning.

3️⃣ Grow your courage muscles
→ Take one visible step each week that stretches your comfort zone.
→ Confidence comes from action, not from waiting to feel ready.

You don't have to wait until you're older to start.
But if you are, you're starting from wisdom, not from scratch.

Your next chapter doesn't depend on your age.
It depends on your decision.

Which moment in your life taught you the most about starting over?

When I look back, every “restart” felt terrifying in the moment, but each one became proof that I could rebuild. 

Courage didn't feel like confidence but like showing up anyway.

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This video is a few years old but still impacts me every time I watch it.

A child, maybe eight years old, naming something simple and profound:

What we practice, we become good at.

What surprised me most was not the message.
It was realizing that I didn’t have this clarity at his age.

Somewhere between responsibilities, work, and being busy, we forget to ask ourselves what we are actually practicing every day.

And what we are broadcasting to others, often without noticing.


This felt like a reminder for me to slow down and pay attention again.

What am I practicing?
And what do I want to put into the world?

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Most people start adult life with a list.

A list of things they want to achieve.
A list of who they want to become.
The job title. The salary. The lifestyle.
The version of themselves that finally "made it."

And if they're lucky, they check off every box.

But here's what nobody tells you:
Many still feel unsatisfied and they don't know why.
They did everything right, yet something still feels off.

That was my case. And I've seen it happen to countless others too.

The reason? We spend years chasing what we think we need, not what we actually need.

Here are 10 things we chase, what we really need and how you can otherwise satisfy your real needs:

1️⃣ Myth: Money
→ Reality: Freedom/survival.
→ Alternative: Work remotely, relocate to a country with better quality/cost ratio.

2️⃣ Myth: A bigger house
→ Reality: Comfort and feeling at home.
→ Alternative: Redesign your current space, create one room you love, spend time in places that feel like home.

3️⃣ Myth: Success
→ Reality: Self-worth that doesn't depend on achievement.
→ Alternative: Volunteer where you're deeply needed, keep a "done well" journal.

4️⃣ Myth: to be productive
→ Reality: Control over your time and attention.
→ Alternative: Batch tasks, work in 90-minute blocks, delete social apps.

5️⃣ Myth: A promotion
→ Reality: Feeling valued for your contribution.
→ Alternative: Build relationships with people who appreciate your work, mentor .someone.

6️⃣ Myth: To work less
→ Reality: Energy and real recovery.
→ Alternative: say no to low-value requests, protect your mornings from interruptions.

7️⃣ Myth: Confidence
→ Reality: Accepting you're okay as you are.
→ Alternative: List and thank yourself for what you already do well, stop comparing .yourself.

8️⃣ Myth: To be perfect
→ Reality: Feeling good enough without proof.
→ Alternative: Share your work at 80%, ask for help publicly, celebrate "good enough".

9️⃣ Myth: More skills
→ Reality: Knowing you are already capable
→ Alternative: Teach what you already know, run tiny experiments, find proof of your acomplishements.

🔟 Myth: More time
→ Reality: Fewer distractions stealing your focus.
→ Alternative: one browser tab rule, theme your days by type of work.

The hardest part isn't recognizing these patterns.

It's understanding that these real needs can be satisfied in many ways.

These shifts take time. Most of us have been chasing the wrong things for years.

You don't need to fix everything at once. Start with one.

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Your laptop closes at 6pm.
Your brain doesn't.

It´s Sunday afternoon and:

→ you're still rehearsing Tuesday's presentation.
→ you're still replaying Friday's conversation with your boss.
→ you're still mentally rewriting emails you sent three days ago.

This isn't about poor boundaries.
It’s cognitive carryover.

Your brain stays active because it won't let go of unfinished decisions.

→ That email sitting in drafts.
→ The conversation you paused with your head of sales.
→ The strategy call you need to make about Q2.

Your mind keeps running scenarios even after work stops.
This mental noise is your brain doing what it's designed to do.

The usual solutions miss the point entirely.
You can't distract your way out of this.
Light relaxation and willpower don't finish what your brain thinks is still open.

So when does your brain calm?

when it knows what happens next,
not when you try to force it quiet.

here are four strategies that speak the language your brain understand:

1. Decision closure:
→ Decide what you'll do with something,
  even if that decision is “review this Tuesday”

2. Priority clarity
→ Narrow your focus to the three things that actually matter now

3. Cognitive outsourcing
→ Write thoughts down so your brain stops trying to remember them

4. Transition ritual
→ Build a short end-of-day routine that signals work is parked.

This isn't a leadership weakness.
It’s a signal that something needs closing.

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