Self-Lea­der­ship

Time manage­ment is the basis. The day under con­trol: plan­ning and fle­xi­ble open­ness for sur­pri­ses. Set­ting prio­ri­ties is only pos­si­ble if goals and para­me­ters are clear. Effi­ci­en­cy… – read on here

Self-manage­ment pro­vi­des the exten­si­on: fin­ding goals, mas­te­ring role requi­re­ments. Balan­cing workload dai­ly makes life balan­ce  pos­si­ble in the long run. Per­for­mance occurs when goals are deci­ded and inter­na­li­zed. To con­duct … – read on here

Self-lea­der­ship: tran­s­cen­ding mere manage­ment: Having all facets of your life balan­ced in your scope, with a com­mit­ment to your values and prio­ri­ties – giving your strengths space and prio­ri­ty, kno­wing and over­co­ming weak­ne­s­ses. Fol­low your will ins­tead of run­ning after should and must. Live YOUR life, show YOUR face. This is how you can achie­ve your suc­cess under … – read on here

Lea­ding Others

Power? the ful­ly empowered lea­der is endo­wed with power: ren­un­cia­ti­on from power does not mean being power­less, but renoun­cing from punish­ment and reward, thus ruling by fear and greed. Ins­tead, your aut­ho­ri­ty ari­ses: respec­ted as first among equ­als.
Hier­ar­chy? For­mal­ly exag­ge­ra­ted hier­ar­chies give way to the impe­ra­ti­ve of agi­li­ty, effec­ti­ve­ness, prag­ma­tism: Turn the pyra­mid upsi­de down ope­ra­tio­nal­ly: sup­port­i­ve, trus­ting con­nec­tions are nee­ded – at any speed!
Lea­der­ship in chan­ge – So what does lea­der­ship in chan­ge mean? Enable Per­for­mance: Clear values and prio­ri­ties, real­ly agre­e­ing goals in dia­lo­gue ins­tead of set­ting them, empha­si­zing accents and thus pro­mo­ting a wil­ling­ness to take respon­si­bi­li­ty – then “get­ting out of the way”, per­cei­ve what is hap­pe­ning, be pre­sent, wil­ling to sup­port or read­just. A con­sis­tent under­stan­ding of lea­der­ship,… – read on here

Per­for­mance Issues

We limit our­sel­ves here to the core topics for mana­gers from the first manage­ment func­tion to the more expe­ri­en­ced mana­ger: get­ting fit and stay­ing fresh: updating to modern approa­ches, e.g. real­ly agre­e­ing on goals, re-moti­va­ti­on, … – read on here
Allow yours­elf and your employees to be inspi­red! Learn!

Lea­ding Teams and Enter­pri­ses

Run­ning a busi­ness: Nobo­dy is per­fect! Know your strengths, limits and blind spots. Lea­der­ship is more important than wan­ting to be the smar­test in all ques­ti­ons. Use our busi­ness coa­ching for lea­ders!
Lea­ding teams: under­stan­ding the dyna­mics in groups and lear­ning to steer them for per­for­mance: stan­ding with your peo­p­le, behind them, in front of them, going ahead – wha­te­ver it takes. Trai­ning, coa­ching – what do you need?
Manage­ment – Lea­der­ship: well-posi­tio­ned and orga­ni­zed for the what and how – bes­i­des, a broa­der hori­zon, a more com­pre­hen­si­ve under­stan­ding, a deeper moti­va­ti­on: to know the why and what for.
Mini­mi­ze misun­derstan­dings fun­da­men­tal­ly: A com­mon under­stan­ding of lea­der­ship and a plat­form of values – a must-have, espe­ci­al­ly in cul­tu­ral­ly mixed orga­niza­ti­ons, to make suc­cess pos­si­ble.
Enab­ling agi­li­ty: situa­tio­nal, direct, fle­xi­ble, … acting and inter­ac­ting. Agi­le action also needs mea­ning and reflec­tion – what keeps the shop tog­e­ther?
Values pro­vi­de sta­bi­li­ty … – read on here