Developing and agreeing on goals -
more than delegating
This program makes you fit for leadership with goals and the space-giving leadership style of being present but not overly conducting.
- Goals can inspire if they are not confused with tasks or activities.
- MbO is not a dictatorial system per se: the right leadership style determines performance: agreeing goals and remaining present.
- Control is not better than trust, but necessary: we must learn from mistakes and evaluate progress.
- The classic “Management by Exception” complements leading with goals to an agile goal-oriented dynamic.
This program consists of 3 building modules, which accompany the “career path manager”, but also benefit your company individually if required.
Conducting performance discussions
In traditional HR paradigms, performance appraisals are scheduled with interviews and evaluations – often positioned as an “annual appraisal”. An assessing “superior” with a “subordinate” to be assessed – in practice often uptight, alienating and counterproductive: cramp and struggle. And then tomorrow the performance is right – really?
Evaluating a period of cooperation in order to draw conclusions for improvement increases performance and is characteristic of learning organisations: evaluating success factors and failures. Communicating facts and aspects of relationships adequately and in a way that constructs results is an art in itself. Talking at eye level about the future and mutual goals – company and employees: We call such contemporary talks: perspective talks. Take time at least once a year for clarification – a must for sustainable, productive relationships.
How good are you as a team leader?
Your team members, your boss, colleagues and possibly external customers know this best. Get a 270 + 90 degree feedback. We offer
- the tool for qualitative feedback: 13 team leadership skills based on TMSDI’s linking skills model. They use the most widely used team development tools in the world.
- The organizational framework that encourages your feedback providers (270 degrees) and gives you a clear evaluation. Separate feedback from your supervisor (90 degrees). We support you in the implementation of your feedback.
Develop yourself, develop your team! We will be happy to send you further information. In a first telephone call we clarify whether this process can be useful for you. Please suggest two dates for a phone call.
Leading from a distance and in proximity “Hybrid leadership”
How do you shape your leadership effectively in times of home office and (inter)national relocation?
The quality of contact and the effectiveness of your communication determine the results your employees achieve. Number-based monitoring is good for measuring results, but does not capture the quality of behaviour that they cannot directly observe.
This makes a trusting relationship and appropriate communication – directly or through the given media – the key to effective leadership. How can you achieve leadership-effectiveness?
(We offer Module 1 as a half-day webinar for individual participation. More here soon).
Delegate properly
Develop employees
Commitment and performance can be increased through good leadership. Among other things, the appropriate delegation is one of the success factors. Yes, work has to be accomplished. But about 50% of my participants consider: “Often I delegate (an assignment) that overdemands my coworker.” But work is not a “Give away”! Only appropriate delegation creates real relief! Ignoring maturity can be expansive: failure, frustration, alienation. Until an employee is ready for a special assignment, he needs someone to lead him constructively.
Service-oriented leadership style (coaching) solves this task. Employees find this style most constructive and stay with their bosses longer. Even if you don’t know it better yourself, the right questions will lead you to a co-creative solution. The maturity level model “situational leadership” provides the basis. Enriched by current conditions, it shows us how supportive behaviour brings better results and cooperation at eye level. DOWNLOAD
Understanding and strengthening motivation
Only 15% of employees are fully committed to their company – will there ever be more? Decisive: Hiring the right people and keeping them motivated. Without motivation, creative work becomes an agonizing suffering every day. Who are the “right” employees? Motivate employees – is that possible? We mean maybe inspire, stimulate, awaken motivation. How does this work – even with my own motivation?
Leadership-practice -
essentially
You already know everything about leadership, so do your managers – great! But do you actually apply the most important things? Tested in practice: Well-trained professors at a renowned German university have two critical leadership issues: selecting the right employees and developing them individually and as a team.
Like other executives, they have no priority for “more training. In a 2x1 day “Pit Stop” they were offered an update for their successful leadership practice: What the manager really has to do himself! The result: “Thematically hit the bull’s eye” – 5 out of 6 participants take advantage of the optional subsequent implementation coaching with the trainer/coach. Where do your managers or professors stand? PitStop, you want? Let’s talk! Suggest two dates by email!
TMS™- Profile for Teams
How to design optimal teamwork for best output? The success factors have crystallized not only in top-class sport or in “high-performance teams”, but also in the completely normal working world:
- Performance with brain AND with heart gladly,
- Individuality AND collective balanced,
- Wanting brings more than “should“ing,
- Problems AND moving goals,
- Recognition of individual performance AND appreciation of each team member
The TMS (Team Management Systems) model was developed in 25 years of team success research – originally at Hewlett Packard. It is one of the world’s best-known instruments (available in 12 languages): development teams, as well as a polar research team, have benefited from it. The scientific quality criteria have been also examined and confirmed in Germany.
Take advantage of our experience from over 100 team development projects with employee and management teams: team starts, team mergers, troubleshooting, mediation, process redesign and much more.
In the age of transcultural cooperation, it also offers a platform for initial team communication: “respecting diversity enriches peoples relationships and enhances team power.” (Dick McCann)
The team profile consists of individual profiles.
Learn more about Team-Leadership-offers and Team-development process with our support as coach and facilitator!
VMI profile for teams
The Hall/Tonna-Values Management Inventory™ (VMI™) is the only instrument worldwide that consistently maps the maturity level of an organization with the development level of its members. This takes place at the level of the values/priorities, i.e. the basic decision-making instance.
This makes it possible to reach a consensus on consistency between words and deeds: Consistency of the organization’s statements with the actions of the leaders. This consolidates credibility and trust, the most valuable asset in collaborative organisms. Demanding, globally operating organizations and commercial enterprises have tested the instrument and use its power.
More about the individual profile here. The group profile reflects your team’s own value priorities as a team. The different evaluations show your team:
- levels of maturity of leadership and cooperation as well as development prospects
- Conflict potential from different working styles
- Causes of misunderstandings
- Your individual and collective value systems and their implications
For the work on organizational level we use a document analysis to complete the picture.