Magdalena Rogl writes and speaks about human-centred leadership, empathy at work and shared responsibility. Her work draws on her career change from childcare to the digital industry and includes the books MitGefühl and Mut statt Wut.
Magdalena Rogl is most useful for speaking and writing on human-centred leadership, empathy at work and shared responsibility.
Best for
An HR technology brand seeking a keynote and short social campaign on human-centric leadership.
Not for
A paid product-led performance campaign with short vertical videos and lead-form conversion targets.
Key takeaways
She was told she was too emotional to lead, then argued empathy belongs at work.
She says trying to carry responsibility for everything is irresponsible and leaders should share it.
She argues sick-leave numbers are a systems problem, not a people problem.
Check first: Confirm commercial terms, availability, deliverables, and audience demographics by job function and seniority.
Main ideas
Emotion is part of good leadership · Leaders should share responsibility, not carry everything · Responsibility means acting without claiming control over everything
Magdalena Rogl is known for writing and speaking about empathy at work, human-centred leadership and responsibility.
Her route from childcare work into the digital industry and HR informs both MitGefühl and Mut statt Wut, which she identifies in her posts as books published by Rowohlt.
She also writes about child protection, workplace health and how leaders can share responsibility.
Follow her for personal stories that connect these subjects to practical questions about how workplaces and communities treat people.
Rogl makes broad workplace arguments tangible through first-person experience and specific situations.
In one post, she recalls being told she was too emotional to lead, then traces how her case for empathy at work led to sustained research, a large LinkedIn response and her first book.
In another, she uses conversations before a transformation kickoff to argue that leaders should hand responsibility to employees who can shape projects, rather than simply carry or administer the work.
Her perspective is not limited to workplace leadership: she also takes public positions on child protection and describes building the Women's Wiesn to connect women across professions and generations.
That combination makes her work useful to readers interested in both how organizations function and how responsibility can be put into practice.
The posts establish the books' titles and subjects, not a full analysis of either book.
Magdalena Rogl argues that empathy belongs at work, responsibility should be shared rather than hoarded, and people can help change systems that treat care and human needs as secondary.
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She grounds these views in her own move from childcare into the digital industry and in specific workplace and community examples.
Emotion is part of good leadership
Rogl rejects the idea that emotion makes someone unfit to lead.
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She argues that empathy supports innovation and that workplaces need more emotional intelligence as artificial intelligence grows. She also connects employee health to psychological safety and working conditions, not individual weakness.
After a colleague called her too emotional for leadership, she wrote about the value of emotion at work. She says the post drew more than 2,000 reactions and nearly 300 comments, and led to her book MitGefühl.
Leaders should share responsibility, not carry everything
Rogl says leaders remain responsible for their people, but should hand projects and decisions to employees when appropriate.
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Trusting people to shape work lets them grow; trying to control every responsibility can prevent that.
Before a transformation kickoff, she spoke individually with the people involved and noticed how much responsibility each felt obliged to carry. She asks whether some of it should instead be handed over.
Responsibility means acting without claiming control over everything
Rogl pushes back on helplessness while distinguishing taking action from being responsible for every outcome.
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Her own career change informs this view: she says changing perspective helped her see room to act. She extends the argument from workplaces to public issues, including child protection.
She describes moving from childcare into the digital industry and frames “Mut statt Wut” as turning anger into courage to act. In a separate post, she argues that child protection should not depend on chance and supports a specific petition.
Care and connection deserve more than symbolic support
Rogl draws on her childcare experience to argue that essential care work is undervalued.
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She also describes opening doors and creating connections as practical ways to support people, especially across age and industry lines.
She says she left childcare because she could no longer afford the work. With Sandra Franz, she runs the Womens Wiesn: more than 80 women from different generations and professions meet around one table, with the aim of making connections beyond their usual circles.
There is no single right route into meaningful work
Rogl treats a non-linear career and lack of formal training as sources of perspective, not disqualifications.
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She describes a practical way to begin a difficult creative task instead of waiting to learn the one correct method.
For both books, she wrote ideas and anecdotes on cards, grouped them by topic, and used those groups to build chapter structures. She says different perspectives and working methods can fit together.
Answers the question "where does her signature empathy-at-work argument come from?" and shows the single post that turned into a published book.
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Rogl wrote this post more than seven years ago, after a colleague told her she was too emotional to be a leader.
She frames emotion, empathy and compassionate leadership as a condition for innovation rather than a nice-to-have, and notes that the more artificial intelligence spreads, the more emotional intelligence is needed.
The reaction — over 2,000 reactions and almost 300 comments — showed her how many people want to be human at work.
She kept researching and posting, a book editor noticed, and the result was her first book MitGefühl, published on 18 October 2022; her second book, Mut statt Wut, follows soon after.
For brands planning a campaign
This is the origin argument of her whole platform. For an HR-tech company promoting human-centric leadership, it supplies a keynote spine: the accusation she was too emotional, the counter-thesis, and the evidence that a large audience wanted to hear it.
Shows how she argues a leadership point from a concrete client situation, and gives a direct answer to what a leader should stop doing.
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Before a kickoff for a large transformation process, Rogl held short one-to-one calls with everyone involved.
What struck her was how much responsibility each leader felt they had to carry.
Her counter-argument: leaders are responsible, above all for their employees, but on many projects the better move is to hand responsibility over — that takes courage and trust, and if you cannot trust your employees you made a mistake at the hiring stage.
Employees grow past themselves when they are allowed to shape projects instead of merely administering or executing them.
For brands planning a campaign
A ready-made, debatable keynote or webinar angle for a transformation-focused employer brand: delegation as a leadership discipline, with a follow-up workshop where managers map which responsibilities they should hand over.
The clearest example of how she connects her own career history to a current HR debate, and of the systemic framing she uses.
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Against public discussion of Germany's high sick-leave rate, Rogl argues that when unusually many people in a system are ill, the system should be questioned rather than the individuals.
She compares it to a gearbox: if the cogs keep breaking, the problem is rarely one cog.
She speaks from experience — she trained and worked as a childcare worker, loved the job and had to give it up because she could no longer afford it, and says sickness rates are highest where responsibility for people is greatest.
Psychological safety and a working culture where people are not afraid to show weakness are, in her view, the foundation of healthy employees.
Her line: HR should mean Human Relations, not Human Resources.
For brands planning a campaign
Strong material for a workplace-health, culture or psychological-safety campaign. It also flags a topic she will raise publicly, which a corporate partner should be comfortable being associated with.
Documents that she appears on stage with this content, names the format and the theme, and shows the argument she brings to a live audience.
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Rogl acknowledges the temptation to feel powerless about what is going wrong in companies, politics and working life, then asks what each person can contribute to change — without claiming anyone is responsible for everything.
She describes her own non-linear route from childcare worker to Microsoft as proof that there is more room to act than people assume.
This framing, "Mut statt Wut" (courage instead of anger), is the topic she took to the Big & Growing New Work Festival in Stuttgart and is due to bring to the Munich edition on 17 November, in the panel "Reality meets perspective," which pairs people from business and education.
For brands planning a campaign
Shows the talk title and the panel format she already works in, which makes a keynote booking easy to specify: same theme, adapted to the partner's audience, plus her stated interest in mixing sectors in one discussion.
Explains her working method in her own words: how a career changer with no degree and no journalism training turns ideas into a published book.
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Asked how to write a book, Rogl answers that she does not know — she has written two, but never learned the "right" way, has no bachelor's or master's thesis, never studied and is not a journalist.
Her method for both books at Rowohlt: write every thought, idea and anecdote onto individual cards, sort them by theme, and use the resulting chapter collections as the skeleton to draft from.
She also says impostor feelings held her back from writing for a long time, and that different perspectives and approaches together can be exactly right.
For brands planning a campaign
Useful for a content collaboration or ghostwriting-style partnership: she has a repeatable, explainable writing process, and a brand can credibly host her on authoring, career change or self-doubt in knowledge work.
Gives an external marker of how her HR audience sees her, plus the shortest version of her career story and what she says HR is for.
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Rogl reports being named HR Top Voice for the second year in a row, while working in HR for only four years.
She describes the impostor voice that greeted the first award — she has no business or HR degree, comes from social work and is a trained childcare worker — and then lists what that job taught her: accompanying people as they grow, helping them find their strengths, understanding how important emotion and empathy are, supporting people in taking responsibility, and learning that leadership is an attitude that needs clarity.
Her summary of the field is that it is about Human Relations rather than Human Resources.
For brands planning a campaign
A recognisable third-party credential to cite when introducing her to an HR audience, and a compact personal story that can carry the opening minutes of a keynote.
Shows the cause she has worked on longest, and demonstrates that she takes specific public policy positions rather than staying safely on leadership topics.
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Rogl writes that child protection has been part of her work for years and that she is an ambassador for the Deutscher Kinderverein.
Drawing on her time as a childcare worker, she argues that whether a child is protected often depends on chance — whether a nursery teacher has time to look closely, whether a teacher takes a bad feeling seriously, whether a youth welfare office still has capacity, or which German state the child lives in.
She cites around 80,000 children and young people in whom youth welfare offices found a risk to their well-being in 2025, notes that these are only the reported cases, and says she signed the petition "Aktionsplan gegen Gewalt an Kindern – JETZT!" as a first signatory, which demands measures including bringing a legal entitlement forward to 2028, a guaranteed place of protection rather than onward referral, and no cuts to child and youth welfare.
For brands planning a campaign
Relevant to brand fit and due diligence: she publicly advocates policy demands, so a partner should confirm the association is welcome before building a campaign around her name.
Describes the recurring event format she created, how it works, and the belief behind it — useful for anyone considering an event partnership.
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Rogl tells how Sandra Franz, whom she met through a job nearly fifteen years ago, listened to her unhappiness in a role and helped her into a new position in the same company, and how Anna-Lena Müller later encouraged a childcare worker without school-leaving qualifications or a degree into a job at Microsoft.
Out of that experience the two women have run the Women's Wiesn for years: over 80 women at one long table, deliberately mixing people who would otherwise never meet — cook with junior presenter, editor-in-chief with paediatrician, brewer with analyst, mayor with comedian — with guests aged around 20 to over 70.
The point, she writes, is not what is in your LinkedIn profile but how you are as a person.
For brands planning a campaign
A workable community-event format a brand could sponsor or co-host: fixed table structure, cross-industry guest list, and a stated goal of creating connections across bubbles rather than broadcasting a message.
Explains the advisory and board work she actually does now, and gives a vivid, quotable story about status culture in companies.
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Rogl recalls that the first time she heard of board meetings, the context was reserving the parking space in front of the building for the chairman's Porsche, handing round conference biscuits, and a house full of tension that produced little.
She admits to years of negative prejudice about boards — and then describes a day in which she sat on two: the morning one, chaired by Hermann Gröhe, on the Population Europe demographics days on families, with Franzi von Kempis also on the advisory board, discussing which aspects of family and demography matter most and which experts to invite; the afternoon one for Workeer, a job platform matching people with a refugee history to companies, where she advises alongside Yasemin Efiloğlu and Robert Wacław Czajkowski and could see how their input was implemented.
She attended both from home, owns no car, and concludes that you are not important because a car has to make you look important, but because you can contribute impulses that make a difference.
For brands planning a campaign
Names real advisory roles and the topics she advises on, which suits a brand looking for an expert-council or advisory-board seat rather than a one-off endorsement.
The non-linear career and imposter syndrome, told openly4
Care work and child protection as social commitments3
Opening doors: women's networks and newcomers3
Two books as the anchor of the public work3
Human-centred leadership and emotion at work
Rogl's most consistent argument is that empathy and emotional intelligence belong in leadership rather than being tolerated as a soft add-on.
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She traces the position to a colleague telling her she was "too emotional" for a leadership role, and argues the opposite direction of travel: the more artificial intelligence enters work, the more emotional intelligence is needed.
Her summary phrase for this is "Human Relations instead of Human Resources", which she uses to describe what HR work should actually be about.
The same thread runs through her writing on sick leave, where she argues that psychological safety and a workplace culture where people can show weakness decide whether employees stay healthy.
Grounded in a personal incident she names, then supported by numbers she reports from her own post (over 2,000 reactions and nearly 300 comments) and by her own career history rather than by external studies or client cases.
For brands planning a campaign
This is the strongest single fit for a human-centric leadership brief.
A keynote can be built around the tension she already names out loud, that emotional leadership is often treated as a weakness, and she can supply the counter-evidence from her own career and audience response.
For a social campaign, her phrase "Human Relations instead of Human Resources" is reusable language a HR tech brand can build a short post series around, with Rogl contributing the argument and the audience conversation.
Rogl writes about responsibility more than any other subject, and she does not treat it as a slogan.
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Three distinct positions appear.
First, leaders should hand responsibility over rather than hold all of it, because wanting to carry everything is itself irresponsible and stops employees from growing.
Second, responsibility is a choice against helplessness: she argues people have more room to shape things than they think, and uses her own non-linear path from childcare into the digital industry as the example.
Third, responsibility extends beyond the company, to sick-leave policy and child protection.
Each post sets up a counter-position in one sentence, then argues against it from a concrete situation, such as one-to-one calls before a transformation kickoff where every leader described carrying too much.
For brands planning a campaign
A HR tech brand can use this frame for leadership development content, because Rogl's version is practical rather than motivational: delegation, trust and realistic expectations are the levers she names. A keynote topic such as "responsibility that can be handed over" follows directly from her own material, and a short campaign could pair her argument with the practical question of what a company stops treating as one leader's personal burden.
Care work and child protection as social commitments
Rogl worked as a childcare worker before moving into the digital industry and says she gave the job up because she could no longer afford it.
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She uses that experience to argue that professions which hold society together are valued less than professions that manage processes, and that high sick-leave rates are a systemic problem rather than a personal failing. She is active in child protection, including a stated ambassador role with Deutscher Kinderverein e.V., and was an initial signatory of the petition "Aktionsplan gegen Gewalt an Kindern - JETZT!", shared under the hashtag #KeinKindWartet, citing around 80,000 recorded cases of endangerment to children in 2025.
These posts read as advocacy. No commercial partner, sponsorship or paid format is documented in the reviewed material for these topics, and no claim is made here that Rogl never accepts such work.
For brands planning a campaign
This is where a commercial brief needs the most care.
A social-impact or employer-brand campaign can credibly connect to her care-work argument, for example on valuing care professions or on psychological safety in shift-based roles, but the framing should stay advocacy-led rather than turning the child protection work into a product message.
For an HR tech brand, the usable hook is the link she draws between how a society treats care work and how employers treat the people doing it.
The non-linear career and imposter syndrome, told openly
Rogl describes not having studied, not having written a bachelor's or master's thesis, and not being a trained journalist or writer, and names her imposter syndrome as something that repeatedly held her back.
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She turns this into a public method rather than a confession: she describes how she wrote both books (collecting thoughts and anecdotes on individual cards, then sorting them by topic into a structure) and concludes that there is not one single "right" way of doing things, and that different perspectives and working methods are often right together. The same pattern appears in her HR recognition, where she notes she has worked in HR for only four years and came from a social-work background.
Names the doubt, describes the specific workaround she used, and closes with a transferable conclusion for other people in the same situation.
For brands planning a campaign
This makes her a strong voice for audiences of career changers, first-time managers and HR professionals without a classical HR degree, which is a natural audience for an HR tech company. A campaign can borrow the structure directly: a short video or post series in which Rogl describes one moment of self-doubt and the concrete workaround, ending with the argument that non-standard paths produce useful perspectives.
A recurring commitment in the reviewed material is making visibility transferable.
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With Sandra Franz she organises the Womens Wiesn, an evening where more than 80 women from different industries and ages sit at one long table, and describes the point as people meeting who would otherwise never have met.
She served on the advisory board and then the jury of Miss Germany, framing it as the transformation of a 100-year-old family business from competition into support.
For her own book premiere she explicitly looked for an up-and-coming moderator instead of using one of the well-known journalists in her network.
Starts from named people who helped her, then describes a concrete format (a table of over 80 women, jury work, an open call for junior moderators) instead of general statements about networking.
For brands planning a campaign
Partnerships that only add her name to an existing campaign miss the pattern.
She prefers formats where the platform is shared, so an HR tech brand gets more from a campaign that gives visibility to a less-known person alongside her, such as a mentee or junior moderator.
Recruitment, women-in-leadership and talent-programme briefs align with what she already does without prompting.
MitGefühl appeared on 18 October 2022 and grew out of a LinkedIn post about emotion in leadership that she says drew over 2,000 reactions.
Mut statt Wut is published by Rowohlt, with a premiere reading on 21 November in Munich and a panel appearance at the Big & Growing New Work Festival Munich on 17 November on the theme "Realität trifft Perspektive".
Both books carry the same subjects as her posts: empathy, emotion in work and responsibility.
The reviewed posts describe the books, their publication and their themes. The book contents themselves are not part of the reviewed material, so no claim is made here about specific arguments or chapters inside them.
For brands planning a campaign
Book titles give a campaign ready-made language, and a launch or reading period gives a natural timing window for a brand to attach a short campaign to instead of starting from scratch. For a keynote brief, the two titles map onto two different angles: MitGefühl for empathy in leadership, Mut statt Wut for responsibility and change.
The reviewed material shows how Rogl's subjects reach people.
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Long LinkedIn posts carry the arguments and the personal stories, including hashtag-driven advocacy such as #KeinKindWartet.
Live formats include festival panels and keynote appearances, including a Big & Growing New Work Festival panel in Stuttgart and a Munich appearance in the same series.
She sits on advisory boards, including Population Europe's demography days on family and the job platform Workeer, and has worked with Miss Germany as advisory board member, juror and part of a TV production.
She lets the format follow the subject: company-facing arguments go through posts and panels, advocacy work is carried by hashtags and petitions, and board-level involvement is described in terms of concrete impulses that were implemented.
For brands planning a campaign
A campaign can be built as a combination rather than one asset: a LinkedIn post series carrying the argument, plus a live or moderated appearance where the audience conversation happens. Her advisory board work also signals that she engages with organisations over longer periods, which suits a partnership that runs across several months instead of a single post.
Magdalena Rogl's own posts describe a working life that runs from childcare into the digital industry and now includes publishing, volunteer work and a set of advisory, jury and speaking roles.
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The clearest documented ties are her own route into a job at Microsoft, Rowohlt Verlag as the publisher of her book Mut statt Wut, an ambassador role for Deutscher Kinderverein e.V., and advisory-board or jury work with Miss Germany Studios, Workeer and Population Europe. In the posts reviewed there is no paid-sponsorship or affiliate disclosure, and none of the roles below comes with stated compensation terms.
Microsoft
Employment
Rogl describes her own route from childcare into a job at Microsoft and credits Anna-Lena Müller with pushing for that hire.
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The posts treat it as a career step she took; they do not say whether the role continues today.
Original disclosure
Mein eigener Weg von der Kinderpflegerin bis zu Microsoft war alles andere als geradlinig
Rogl took part in Miss Germany Studios first as a member of the advisory board and then as a jury member, which also made her part of a TV production and a series streamed on Joyn.
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She credits the team around Jil Andert and Max P.
Klemmer with repositioning the competition around what women move rather than how they look.
No fee or contract terms are stated.
Original disclosure
Erst als Teil des Advisory Boards und letztes Jahr auch als Teil der Jury - und damit auch Teil einer TV-Produktion.
Rogl sits on the advisory board of Workeer, a job platform that matches people with a refugee history to employers.
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She describes the team's development and says the impulses she, Yasemin Efiloğlu and Robert Wacław Czajkowski give are being implemented. Terms of the role are not stated.
Original disclosure
Am Nachmittag war dann Advisory Board Meeting für Workeer
Rogl is part of the advisory board preparing Population Europe's Demografietage on the topic of family, a meeting chaired by Hermann Gröhe and also involving Franzi von Kempis.
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She describes discussing which aspects of family and demography matter most and which experts to invite. Compensation is not mentioned.
Original disclosure
Vormittags ging es unter der Leitung von Hermann Gröhe um die Demografietage von Population Europe im kommenden Februar zum Thema Familie.
Rogl spoke at the Big & Growing New Work Festival in Stuttgart on the theme Mut statt Wut and announces a panel at the Munich edition on 17 November, "Realität trifft Perspektive".
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The post includes a ticket link; it does not say whether she is paid to appear.
Original disclosure
Deshalb freue ich mich riesig, dass ich am 17. November auch beim Big & Growing New Work Festival München dabei sein darf!
Magdalena Rogl writes long, personal LinkedIn posts in German about how people should be treated at work.
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The best way to follow her thinking is to read the posts in roughly the order the themes build: start with the argument that emotion and empathy belong in leadership, then her writing on responsibility — that leaders should hand work over rather than carry everything — then the pieces where she takes that thinking outside the company, to sick-leave culture, care professions and child protection.
A second thread runs through the same posts: her own move from childcare into the digital industry, the self-doubt that came with it, and what she does about it.
Her two books, MitGefühl (2022) and Mut statt Wut, carry the same subjects and give a reader a longer form to go to.
If you prefer watching or listening, she appears on festival panels and stages, sits on advisory boards, and has taken part in the Miss Germany jury and TV production.
Several posts also describe a deliberate habit of passing visibility on — organising a women's table, opening a book premiere to an unknown moderator — which is useful context if you want to understand what she does beyond writing.
Human-centered leadershipEmotional intelligence at workNew Work and workplace cultureResponsibility and delegationEmployee health and psychological safetyCare work and care professionsChild protectionCareer change and non-linear careersImposter syndromeWomen's networks and visibilityHR and people workAdvisory board workKeynotes and conference talksPanel discussionsBooks and book launchesLong-form LinkedIn postsHR professionalsPeople managers and leadersCareer changersSocial sector and care professionals
David Wessel
Works in the same register as Rogl: short, first-person LinkedIn posts that turn his own working experience into a short set of practical steps a reader can apply, rather than theory or commentary.
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If you follow Rogl for the plain, usable framing of a work problem, his posts are recognisably the same kind of writing.
The subject is business data and marketing decisions — measurement, CRM, tracking, and what happens when a cloud provider fails — not leadership, people or workplace culture.
Posts one-idea pieces about a fast technology shift — AI in cybersecurity — and what it means for how people and teams should work, which is the same move Rogl makes when she argues that more artificial intelligence in the workplace increases the need for emotional intelligence.
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Both write short and come straight to the point.
The domain is security operations and endpoint protection, not people leadership, and several posts double as workshop or product promotion, often in English.
Writes reflective, first-person posts about how AI and digital tools change his own daily professional practice — what he learned at an event, what he already automates, what he wants to do next.
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This mirrors Rogl's habit of naming a personal experience first and drawing the lesson out of it.
The work is architecture and exhibition construction, so the examples are BIM models, artefact placement and project delivery, not HR, leadership or care.
For an HR tech company seeking a thought leader on human-centric leadership, Rogl's LinkedIn presence reaches a substantial German-speaking professional audience (48,306 followers as of 8 October 2026).
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Her posts consistently address empathy, responsibility and people-first leadership, with examples such as arguing for 'Human Relations instead of Human Resources' and discussing how leaders carry responsibility in transformation.
Those themes align with the brief.
But the attached evidence shows audience size and content themes, not who the followers are.
It does not report geography, age, gender, employer, occupation or seniority.
Before booking, ask Rogl or her team for audience survey results or a platform demographic export that covers job function and seniority.
Without it, you can treat her as a relevant voice for HR and leadership conversations, but you cannot confirm that the audience matches a specific buyer persona.
A concrete next step: request recent performance data for posts on human-centric leadership and responsibility, including impressions and engagement by job title or industry if available.
The reviewed material contains no sponsorship packages, rate card, media kit or commercial partnership terms, and no inquiry route for brand collaborations.
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What the posts do document is invited and advisory work rather than bookable formats: panel appearances such as the Big & Growing New Work Festival in Munich, a jury and advisory role with Miss Germany, an advisory board seat on Population Europe's demography conference, and advisory board work with the job platform Workeer.
These are described as invitations, juries and board roles, not as paid placements a brand can buy.
Rogl's stated focus is human-centred leadership, empathy at work, responsibility and the social side of HR, and any collaboration would be assessed against that.
Because nothing in the reviewed material sets out availability, pricing or deliverable terms, treat this as an open question to put to Rogl directly rather than as a documented offer.
Brief one: an HR technology company wants a recognised voice on human-centric leadership to front a keynote and a short social campaign.
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Decision: accept, subject to one commercial check.
The theme overlap is the strongest argument for this booking.
Rogl's signature position began with a colleague telling her she was too emotional for a leadership role, and she has spent years arguing the opposite: that empathy and emotional intelligence are conditions for innovation, and that as artificial intelligence spreads, emotional intelligence becomes more valuable, not less.
She reports that the post carrying that argument drew more than 2,000 reactions and almost 300 comments, and that the response led to her first book, MitGefühl, published on 18 October 2022.
Her second book, Mut statt Wut, is out through Rowohlt.
She also has a reusable summary line for exactly this market: HR should mean Human Relations rather than Human Resources.
For an HR tech brand selling human-centric leadership, that is closer to campaign-ready language than most creators supply.
The practical messages behind the theme suit a corporate audience because they are specific rather than motivational.
In one post she describes one-to-one calls before a transformation kickoff, where every leader described carrying too much, and argues that trying to hold all responsibility is itself irresponsible; handing it over takes courage and trust, and if you cannot trust employees you made a hiring mistake.
In another she argues that high sick-leave rates are a systems problem, not a personal failing, and that psychological safety decides whether people stay healthy at work.
Those are arguments an HR software buyer can put in front of managers without translation.
Her platform is credible for this audience.
She reports being named HR Top Voice for a second consecutive year while working in HR for only four years, and she already appears on stage with this material, including a panel titled "Realität trifft Perspektive" at the Big & Growing New Work Festival in Munich on 17 November and a premiere reading for Mut statt Wut in Munich on 21 November.
Formats she actually uses are long-form LinkedIn posts, panels, keynote appearances and advisory board seats.
The condition: the fit is editorial and thematic, not yet a confirmed commercial arrangement.
The reviewed material documents no sponsorship package, rate card, deliverable list or inquiry route, so whoever books her has to agree terms directly rather than assume an off-the-shelf format.
Her LinkedIn account shows 48,306 followers as of 8 October 2026, but no breakdown by job function, seniority, industry or country, so reach into a specific buyer persona cannot be confirmed from what has been reviewed.
Ask her team for audience and engagement data by job title and industry before committing budget.
When to choose a specialist
Brief two: a B2B software vendor selling a workplace productivity analytics tool wants a creator to front a six-week paid performance campaign, built on short vertical videos and paid amplification, with a lead-form conversion target aimed at operations managers.
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Decision: decline with Rogl, or change the brief substantially.
Four gaps drive that decision.
First, nothing in the reviewed material shows a paid, product-led format.
Her documented commercial-adjacent work is invited and advisory: festival panels, a jury and advisory role with Miss Germany, an advisory board seat on Population Europe's demography conference, and advisory board work with the job platform Workeer.
Those are invitations and board roles, not placements a brand can buy, and no terms, availability or deliverable requirements are stated anywhere in her posts.
Assuming she will produce short-form performance creative for a fixed fee would be inventing a capability the evidence does not support.
Second, the content shape is wrong for the brief.
Her posts are argument-led and reflective: she sets up a counter-position, argues from a concrete situation, and closes with a transferable conclusion, often in several hundred words.
A six-week sprint of 15-second vertical videos with a conversion target asks for the opposite discipline.
There is no evidence of short-form video work, scripted hooks or direct-response copy in the reviewed material.
Third, the brief needs proof her audience contains operations buyers, and that proof is missing.
Follower count alone does not demonstrate buying relevance, and no demographic or engagement breakdown by segment is available.
Fourth, Rogl takes public positions on politically contested subjects, including signing the petition "Aktionsplan gegen Gewalt an Kindern – JETZT!" as a first signatory and arguing publicly that Germany's sick-leave debate blames individuals for a systemic failure.
That is part of why she is credible on human-centric leadership, but a product launch aimed at operations managers takes on that association without any editorial reason to do so.
What would change the answer: confirmed willingness and terms for paid promotion; audience data showing overlap with the target job function; and a brief that keeps the argument-led, longer-runway format rather than forcing her into performance creative.
If the vendor needs hard conversion creative at volume, this is the wrong brief for this person regardless of fee.
A worked campaign example
Worked angle for brief one, the HR tech keynote and social campaign.
Keynote topic: "Human Relations, not Human Resources: why emotional leadership is a performance issue." An alternative that draws on the same evidence is "Courage instead of anger: the responsibility a leader should hand over."
Narrative arc, all sourced from her own material.
Open with the colleague who told her she was too emotional for a leadership role, and what she did with that comment: she wrote about it publicly, the post drew over 2,000 reactions, and the argument became her first book.
State the thesis plainly: emotion and empathy are not a soft add-on to leadership, and as AI takes over more routine work the premium on emotional intelligence rises.
Then make the turn that separates this from a motivational talk.
Describe the one-to-one calls before a transformation kickoff where every leader described carrying too much, and give her counter-argument: wanting to hold all responsibility is irresponsible, and handing it over requires courage and trust.
Close with an exercise the audience completes during the session: name one responsibility you currently hold that someone on your team could take, and name the condition that must be true for you to hand it over.
Short social campaign, built to fit the formats she already uses.
A three-post LinkedIn series authored by her on the sponsor's page or her own, one post per idea above, each ending with a concrete question for HR and people leaders.
Post one carries the emotional-leadership origin story and the AI argument; post two carries the sick-leave-as-systems-problem position and what psychological safety changes in practice; post three carries the delegation argument and the exercise from the keynote.
Every post carries a clear sponsorship label.
The sponsor supplies a single landing page holding the keynote recording, the delegation exercise as a downloadable worksheet, and one registration form for a follow-up live session.
Live element: run a moderated session alongside her existing November appearances rather than asking her to create new dates.
She has announced a panel on 17 November and a book premiere reading on 21 November, both in Munich.
Treat those dates as context for scheduling conversations, not as availability to assume.
What the sponsor must confirm before this starts: agreed paid-collaboration terms, since no rate card, package or inquiry route appears in the reviewed material; audience and engagement data by job title and industry; editorial approval steps on both sides; and a disclosure format that fits the sponsor's market.
What to measure: reach and engagement on the three posts, registrations for the follow-up session, worksheet downloads, and a short survey of attendees on whether they changed a leadership practice afterwards.
Click-through alone will not tell the sponsor whether the human-centric leadership message landed.
If the sponsor wants a hard conversion campaign with volume short-form video, this angle will not deliver it and the brief should change before anyone is booked.
If the same HR technology buyer changes the brief to marketing measurement or operational resilience, Wessel becomes the more natural choice.
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His reviewed posts argue that most companies already hold the data to make better marketing decisions, and list the practical stack and questions that turn that data into strategy: cost per acquired customer, which channel converts, CRM discipline, GA4, pixels, UTM structure and APIs.
A second post treats the October 2025 AWS outage as a resilience lesson, saying fallback channels, incident playbooks and live status monitoring are mandatory rather than optional.
That makes him a better fit for a campaign about analytics-led decisions or cloud continuity than for human-centric leadership.
Choosing Wessel means giving up Rogl's documented leadership argument, including the emotional-intelligence position and the Human Relations framing that directly matches the HR tech brief. Wessel's reviewed posts do not address leadership, HR culture or emotional intelligence, so the keynote and the social series built around those themes would lose their subject-matter anchor.
If the brief becomes a cybersecurity or AI-security campaign, Voss is the stronger match.
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His reviewed posts promote a hands-on Elastic Security workshop on endpoint detection and response, and argue that AI has reset the cybersecurity battlefield, with attackers moving at machine speed and an agentic SOC where AI executes and humans decide. A security vendor selling endpoint protection or SOC tooling would get much closer topic overlap than an HR tech buyer would.
The tradeoff is relevance to the human-centric leadership brief.
Voss's posts are technical and product-adjacent security content; they show no HR, people-leadership or emotional-intelligence work.
The HR tech sponsor would lose the verified leadership narrative and the book-led authority Rogl brings, and would need to run a security brief instead.
If the campaign targets architecture, BIM or AI in construction and exhibition design, Alam is a better choice.
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His reviewed posts describe using AI and BIM in daily architectural practice, including a workshop on AI with large BIM models, and a BIM manager role on the Grand Egyptian Museum exhibition, where more than 5,000 artefacts had to be positioned and protected. That is directly useful for an AEC technology vendor.
The tradeoff is that none of this evidence addresses human-centric leadership or HR. For an HR tech keynote, Alam would not replace Rogl's documented argument about emotional leadership, responsibility and workplace culture; the sponsor would be buying deep technical delivery experience in a different market.
This profile is built from Magdalena Rogl's own published posts rather than from a CV, a press release or an interview.
Eleven LinkedIn posts were read in full, from the early argument that emotion belongs in leadership through her writing on responsibility, workplace health, care work and child protection, and the posts around the publication of MitGefühl and Mut statt Wut.
Her follower count was taken as of 8 October 2026.
Where a figure appears in the profile — reaction counts, follower numbers, the sick-leave statistics she cites — it is reported as her own statement and was not checked against an independent source.
Her two books are named and their subjects described; the books themselves were not read.
Her website, interviews, podcasts, talk recordings and audience analytics were not available for this review, so questions about how she performs on stage, or about the job functions of the people who follow her, sit outside what this profile can answer.
Every claim here traces to one of the reviewed posts.
Recent engagement
Across their last 9 LinkedIn posts, the median post got 206 reactions and 42 comments. Checked 2026-11-02.
