Short-term objectives and incentive systems often lead to short-term executive behaviour, which impedes long-term success.
Achieving and maintaining success through understanding
Management style and leadership behaviour have a substantial influence on the success of companies and organisations. The knowledge of management processes and group dynamics (as far as the needs of each individual employee) is a foundation block of corporate governance. Good leadership essentially contributes to the productivity and motivation of the employees. Sometimes managers and decision-makers fail to lead their employees attentively. An ineffective leader will fail to develop the full potential of a company or organisation.
As a result, the effect of public perception on its stakeholders is not to be underestimated. Communication from dissatisfied and demotivated employees will have a negativ affect on other stakeholders. The external representation of an organisation can be irrecoverable damaged.
It should not be the goal of leadership to achieve short-term corporate success, but rather to be successful in the long-term with efficient and motivated employees. The complete leadership behaviour along with its instruments and methods — including objectives and the incentive system — should be centred on sustainability.
Leadership therefore does not correspond with managing, because an executive has different tasks to a manager. The realisation of the task is part of the management process. Leadership on the other hand includes a vision, supervisory goals, and the capability to guide other people towards them. Therefore executives have a prominent position in a company or organisation. They are subject to special role-requirements and are often exposed to long-term stress and decision-making situations. Besides self-management skills, executives also need methodical and social skills in addition to issue-related expertise.
Issues such as the management of influence (“Do I want to lead?”), role concepts (“To withstand being different”), the recognition of role requirements (“What does my boss expect, what do my staff expect?”) as well as dealing with employees and group dynamic processes — essential components of leadership development programmes.
Executives as role models
Mastering executive functions
Purposeful development of skills
We support your executives with the development and realisation of their occupational and private objectives and help with the definition and acquisition of required competences. The collaboration is carried out in 1-to-1 coaching, in which we serve as advisors to the executive; or as small group seminars.
Our coaching and seminars cover the formation of required competences, the analysis and development of employee skills, and the analysis of formal and informal power structures within companies and organisations. Respecting group dynamics is a central determinant for a good climate and structure within an organisation.
Sub-areas and individual issues
Approaches of solutions for individual issues
Basic concepts of leadership
We deliver to you the knowledge base on leadership issues: which styles of leadership exist, matching appropriate leadership competencies to situations, how to develop executives, the role of leadership ethics and roles, communication and flow of information, group dynamic processes, and much more. Our aim is to deliver the expertise to be able to classify your workflows and structures with in your organisation. This will enable you to find the proper balance between task- and employee-orientated leadership.
Executives as role models
The received status of an executive is represented in his or her social role. An executive is often both a superior and a subordinate at the same time; he or she is a role model and a person of trust. Furthermore, the executive has various private roles that are connected to expectations of third parties (for example, leisure time vs. overtime hours). The aim is for executives to identify their roles and responsibilities in order to reveal potential tensions and role conflicts. Roles can contradict one another and conflicts cannot be solved — executives have to learn to cope with them.
Personal coaching for self-management
Self-management includes the competence to independently intiate and pursue tasks and activities without supervision. This means the ability – privately and work-related – to be self-motivated, to set objectives for oneself, to plan and to realise suitable strategies, to learn new skills and to evaluate success. We support you with guidance on time management, strategies to plan and realise tasks, and help you in prioritising activities as well as improving your overall quality of life.
We support you with the knowledgebase and methods of conflict management. The aim is to identify conflicts at an early stage, to prevent their expansion, and to de-escalate conflicts by identifying and solving potential conflicts in a timely manner. Our coaches deliver to you the required expertise to independently solve active conflicts and guide you with the installation of a conflict management system.
New tasks – career and promotions
We consult and coach employees that are faced with substantial changes in their responsibilities due to a promotion or a new position. The movement into a leadership position for the first time poses a great obstacle for many employees, because from that point on they have to take responsibility for the work of others. This causes a complete change of role and perspective with entirely new requirements and potential problems — ultimately this can become a critical issue for the organisation. Nevertheless, the employee needs to decide if he or she wants to lead other employees and wants to carry more responsibility for the company. We assist your employees on their personal career path.
Individual evaluation of employees
Further development of employees can be one of the most important executive tasks. In the process, the existing competences of the employees determine which tasks can be transferred to whom and how. Depending on the current state of development of each employee, different methods are required to further evolve their skills. How to lead individual employees strongly depends on the employees themselves. In addition to the unique situation and the duties that have to be performed. In seminars and training programmes we teach you the methods and principles of personnel evaluation and development and we show you the appropriate management styles.
Analysis of group dynamics
Group dynamics describe the processes and activities between people in a group.
It is the objective of the coaching to gain knowledge about the processes and the potential effects of interventions in existing groups. The knowledge of formal and informal hierarchy within groups may be crucial for success. Bad decisions in relation to personnel can considerably weaken the productivity of a group. Team building is an executive function. In seminars or on a case-by-case basis we analyse and deliver the relevant competences to you.
Our offer is aimed at companies that
- Want to develop internal leadership competencies
- Want to analyse their leadership structures
- Want to improve the leadership behaviour of their employees
- Search for support regarding leadership development programmes
- Want to support individual executives
- Encountering the issue of personnel management for the first time
How can we support you?
We help you to identify pitfalls and obstacles