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Ready for new perspectives
Forget about simple tools

How we interpret Leadership

The long-term success of organisations sinks or swims depending on the perspectives, attitudes and competences of those who are responsible for the alignment, structure, processes and culture of the organisation. The higher this person is located in the hierarchy, the greater is their impact, the wider the scope of decision and ultimately their importance for the organisation. Consequently, the increasing complexity of this person's responsibilities go hand in hand with a volatile and dynamic environment. Therefore it is of utmost importance to have a certain attitude and competence in order to act in a future oriented manner, as a manager and within the organisation as such. Managers must learn to deal with the unexpected and unanswerable. They must take responsibility and be willing to go out on a limb. This kind of attitude and the necessary competence simply do not evolve automatically just by being promoted to a manager position. They must and can develop themselves through both individual and collective learning.

 

Our Consulting Spectrum in the Field of Leadership

Beschreibung

  Topics    
 
  • Leadership principles
  • Guideline development
  • Competence model
  • Leadership Balance Sheet
  • Leadership systematic(leadership process, leadership tools)
  • Conceptualisation
  • Implementation
  • Management of development passages
  • Best-Practice-Tools in the leadership process (customisation and implementation)
  • Management reviews and agreement on objectives 
  • Employee and talent conferences 
  • Manager professionalisation 
  • Performance Management in everyday business of managers
  • Calibration process of employee evaluation
  • Collegial advice (Tandem)
  • Trust groups
  • Coaching
  • New Manager Assimilation
  • Personal development through reflectional learning 
  • Customised learning modes, learning settings, learning concepts for Top-Management
  • Team Management Training
  • Leadership during change
  • Leadership in the tension between proximity and distance
  • Leading through difficult conversations 
  • Manager as a talent developer 
  • Management simulation – High Performance Organisation