It is commonly accepted that effective self-management is mandatory, particularly in leading management positions. Effective management entails effective selfmanagement, i.e. the effective and optimal use of one’s own resources. Yet, how can managers become effective when the complexity of procedures and the expectations posed towards their leadership are constantly growing? “Self-management in its traditional sense is primarily associated with effectiveness and efficiency. Self-management pertains the knowledge of how to systematically set priorities, plan and implement assignments, while at the same time never losing sight of the important factor of time,” explains renowned author and Consultant Thomas Gelmi, founder of Swiss-based consulting agency Movadis, whose latest book “Durchstarten” about personal and interpersonal competence has just been released.