Key Moments: Experiences in a Dedicated Life
Format: PDF / Kindle (mobi) / ePub
"You always saw the world as your workplace."
In 2009, this was how Reinhard Mohn--the man who turned Bertelsmann AG from an unremarkable, postwar German business into a successful, international media conglomerate--described the professional dedication of his wife, Liz Mohn. Born into a seemingly hopeless world, this girl from Wiedenbrück, Germany, grew into a proactive woman who, following her late husband's death, now represents the fifth generation of Bertelsmann's ownership. She sits on the company's supervisory board, where for decades she has brought unconventional ideas to a traditional media empire, and she also serves as vice chairwoman of the Bertelsmann Foundation's executive board.
In her new book, Key Moments, Mohn tells her remarkable personal history, recalling with great candor the difficult early years in Gütersloh and how she grew into her role at the side of her influential husband. She met challenges with curiosity and a desire to learn from her mistakes. Through it all, she followed her life's motto: Try it. You can do it.
An active philanthropist, Mohn highlights the importance of every individual being accountable to a greater good while appealing to the social responsibility of the political and economic sectors as well. She makes the case that each of us is called to contribute his or her part toward creating a successful future. This, of course, is what Liz Mohn has done all of her life. In light of her efforts and successes, she is often asked, "How do you do it all?" Key Moments gives readers a fascinating insight into the answer.
most effective pilot projects.30 Spain has always had a special place in our hearts; for many decades we vacationed on Majorca. In 1990, just as he did in his hometown of Gütersloh, my husband founded a city library in Majorca: the Biblioteca Can Torró. Within a few years the library had become a cultural magnet not only for residents but also for librarians, education officials, and experts from all over Spain. This overwhelmingly positive experience encouraged us in 1995 to create our own
the causes of stroke and for improving prevention, acute care, and victim rehabilitation. The foundation works both nationally and internationally to coordinate activities around stroke research and treatment. It also acts as a network, and is especially supportive of model projects. Furthermore, the foundation supports many measures that improve the quality of care for stroke victims, such as the nationwide creation of stroke centers and the establishment of a comprehensive treatment protocol.
life. Wouldn’t examining a society’s religion lay bare its elemental building blocks, ones that all cultures share, making them understandable to everyone? And doesn’t this type of view into a culture offer up the chance to understand what connects people all over the world and what they have in common? My husband and I had many lively discussions about these possibilities. Over the decades, in his books and in his articles, he consistently criticized people in politics and finance for their
he firmly believed that a company can chart positive growth only if its employees feel connected to their jobs. As a young man, my husband joined close to one hundred Bertelsmann employees in clearing away the debris and the ruins left after the war, just to be able to get production started again. Working together like this, in the darkest hours, toward a new beginning, led him to an intrinsic understanding of the meaning of partnership. While the unions were skeptical, and the press even
on the table. After that, everyone can look into one another’s eyes, and energy isn’t wasted on unresolved conflicts. Incidentally, this strategy does not just apply to company life. It is just as valid for life with a partner and for our relationships with children and friends. Only by facing challenges can you live a life of conviction. Leading people is a big challenge. Each of us has our own way, our own needs, and our own motivations. In the end, each employee decides for him- or herself