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 and thus of gover­ning through fear or greed. Ins­tead, your aut­ho­ri­ty ari­ses: respec­ted 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 deman­ding mere­ly obe­dience, empha­si­ze accents and thus pro­mo­te 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
lived from top to bot­tom and in all func­tions, needs a basis that we call a con­sen­sus of values: con­sen­su­al accents in the dai­ly “back­ground noi­se”.

“The lea­der is the man who acts first” (Lee Iacoc­ca)…
and inspi­res others by his impul­se.

As a mana­ger or team lea­der, you lead employees. As a Pro­ject Mana­ger or Scrum Acti­vist, you will influence/lead/lead team mem­bers, seek com­mit­ment and sup­port from others. To ful­fill your role in this respect, you must first of all be pre­sent and com­mu­ni­ca­te.

Again and again, it is a ques­ti­on of win­ning others over for one’s own goals, to then pur­sue goals tog­e­ther. Dele­ga­ting might lea­ve the “mon­key on your should­er”, com­man­ding brings only mecha­ni­cal obe­dience – insuf­fi­ci­ent for peak per­for­mance bey­ond an emer­gen­cy.

Cla­ri­fy the path in an ade­qua­te way (matu­ri­ty-rela­ted). Also, it needs cou­ra­ge to explo­re even unknown ter­rain – not to repre­sent the omni­sci­ent but in fact igno­rant boss.

Aut­ho­ri­ta­ri­an use of power often leads to the oppo­si­te of what is desi­red. Per­so­nal aut­ho­ri­ty is based on cla­ri­ty, bee­ing ahead and trust: others fol­low you – demons­tra­ti­on of power unneces­sa­ry.

How do you want to prac­ti­se lea­der­ship and have it prac­ti­sed in your com­pa­ny? Not­hing is to be taken for gran­ted when new mana­gers replace the “men of the first hour”. Let us advi­se you:


Cen­tral topics

  • Tar­gets: Which are the right ones? Fin­ding goals, then defi­ning them smart­ly and being com­pa­ti­ble with the envi­ron­ment: avo­i­ding con­flicts of goals by loo­king at the big pic­tu­re.
  • Inspi­ra­ti­on: Under­stan­ding, dis­co­ve­ring and awa­ke­ning moti­va­ti­on – ins­tead of sticks or moti­pu­la­ti­ons that only fuel fears or sus­pi­ci­on. Agree on goals ins­tead of com­man­ding them.
  • Agi­li­ty: Imple­men­ting, stay­ing tun­ed, proac­tively and reac­tively deal­ing with chan­ges, kee­ping an eye on goals: Pre­sence!
  • Per­for­mance: Dele­ga­te cor­rect­ly, enable self-con­trol in a goal-ori­en­ted way, con­sider matu­ri­ty-level, enable a sen­se of achie­ve­ment, streng­then self-con­fi­dence.
  • Bin­ding: Trai­ning and deve­lo­p­ment: Avo­id stress and mista­kes due to exces­si­ve demands. Agree and prac­ti­ce coa­ching lea­der­ship styl­es.
  • Sus­taina­bi­li­ty: Review, eva­lua­ti­on, lear­ning ins­tead of one-sided allo­ca­ti­on and eva­lua­ti­on: 3 fin­gers point back at me.
  • Streng­then resi­li­ence: in fast-moving times, deal con­fi­dent­ly with wha­te­ver comes your way.

Per­for­mance by MbO

We focus on the topic of the con­tem­po­ra­ry lea­der­ship of others. Our gui­ding prin­ci­ple: MbO, com­bi­ned with clas­sic manage­ment by excep­ti­on, offers the per­fect model for the requi­re­ments of rapid chan­ge. Situa­tio­nal lea­der­ship enri­ched by the level of col­la­bo­ra­ti­ve lea­der­ship enables deve­lo­p­ment even in unknown ter­rain. You can find con­cre­te ans­wers here:

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.


Group coa­ching – topic-spe­ci­­fic, online

Do the topics on this page reso­na­te with you or do you have other con­cerns? You don’t have to wait for ano­ther in-house semi­nar: In our topic-spe­ci­fic group coa­ching ses­si­ons, you will start very soon and we will work direct­ly on your imple­men­ta­ti­on ques­ti­ons:

  • Max. 6 par­ti­ci­pan­ts
  • Com­mit­ment to con­fi­den­tia­li­ty, no par­ti­ci­pan­ts from the same com­pa­ny in direct depen­dence
  • Basis: 6 (exten­da­ble) weekly online mee­tings (ZOOM), Wed 16:30–19:00.
  • Coach expe­ri­en­ced in the topic

App­ly here!


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 -


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!


Our cus­to­mers and cli­ents about us

In 2013–2014, Mr. Eck­hard Schöl­zel advi­sed our com­pa­ny on the deve­lo­p­ment and imple­men­ta­ti­on of an inte­gra­ti­ve manage­ment model (MbO) and very suc­cessful­ly sup­port­ed its imple­men­ta­ti­on.
He also desi­gned and imple­men­ted a lea­der­ship pro­gram for midd­le manage­ment, which included a “self-lea­der­ship” modu­le. The “Self-lea­der­ship” modu­le was rated by many par­ti­ci­pan­ts as the best of the 6 modu­les.
We can unre­ser­ved­ly recom­mend Mr. Schöl­zel as a con­sul­tant and trai­ner.
Mar­git Döll, Head of Per­son­nel Deve­lo­p­ment, SAG GmbH, June 2015
Trans­for­ma­tio­nal lea­ding … I have never seen such important truths, as pre­sen­ted in this book so sim­ply. In 2 hours, at least ten years of life expe­ri­ence richer. They had a gre­at semi­nar. They mana­ged to give peo­p­le cri­ti­cal feed­back for two days, and still, ever­yo­ne felt com­for­ta­ble. Respect!

Kurt Kager­bau­er

SAG GmbH, Eas­tern Bava­ria Branch Office
The TMS pro­fi­le has hel­ped me to under­stand bet­ter my way of working. It show­ed me why I have cer­tain pre­fe­ren­ces and why tasks are dif­fi­cult for me. TMS is also a tool for me to under­stand the work pre­fe­ren­ces of col­le­agues and to avo­id poten­ti­al con­flicts. I am thus able to bring more under­stan­ding for the working style of others, as well as to bring my pre­fe­ren­ces to bear bet­ter.

Hil­de­gard Wig­gen­horn

Sie­mens AG, Cor­po­ra­te Tech­no­lo­gy
Even though I had to wait nine pro­fes­sio­nal years for this valuable cour­se, it is now clea­rer to me what was lack­ing in the for­mer lea­der­ship manage­ment. For the new job, howe­ver, I’m alre­a­dy loo­king for­ward to being able to put what I’ve lear­ned to good use.

Dr. Mar­tin Per­ner, Form­er­ly Qimon­da
Despi­te initi­al skep­ti­cism, the semi­nar “Lea­ding Teams” alre­a­dy con­vin­ced me on the first day. I recei­ved sug­ges­ti­ons for con­cre­te work situa­tions as well as for stra­te­gic approa­ches. I have alre­a­dy recom­men­ded the semi­nar to others and will con­ti­nue to do so.

Dr.-Ing. Kirill Koulechov, Tech­ni­cal Uni­ver­si­ty of Munich
Coa­ching – Coach the Coach I have expe­ri­en­ced Eck­hard Schölzel’s coa­ching style as very empa­the­tic, intui­ti­ve, clear & crea­ti­ve. His way of coa­ching is very solu­ti­on-ori­en­ted; he always picked me up to whe­re I am right now. He had always led the coa­ching pro­cess very well, asked me ques­ti­ons that hit the nail on the head and brought me back very quick­ly and empa­the­ti­cal­ly during my “escape attempts.” His ques­ti­ons were part­ly very uncom­for­ta­ble for me, exact­ly that was good. … Coach, who made me think, work, and laugh with his inter­ven­ti­ons. A per­fect com­bi­na­ti­on for me.

Vera Lle­wel­lyn-Davies, ICF Munich
As a still quite young PMP, I was thril­led by your pre­sen­ta­ti­on “tech­ni­que”, wher­eby “tech­ni­que” is real­ly too dry a word for the very lively pre­sen­ta­ti­on – you have the gift of dra­wing peo­p­le along and inspi­ring them.

Ingrid Wei­ler, PMP Manage­ment & Con­sul­ting Ser­vices,
Ger­man Stock Exch­an­ge AG


3 Kreise-shrink

Pro­files for team lea­der­ship and team deve­lo­p­ment

Fur­ther deve­lo­p­ment of team­work requi­res good lea­der­ship: goal ori­en­ta­ti­on and inspi­ra­ti­on, moti­va­ti­on and com­mu­ni­ca­ti­on – exter­nal sup­port in spe­cial pha­ses.

Our work forms: Con­sul­ting, coa­ching and work­shops are used sepa­ra­te­ly as a mana­ger and tog­e­ther in your team. You will always remain the lea­der of your team. We exter­nals are mir­rors, spar­ring, pul­se gene­ra­tors.

We use qua­li­fied, sci­en­ti­fic pro­fi­le instru­ments when nee­ded and when the oppor­tu­ni­ty ari­ses – pro­ven over many years:


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!

   email request



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.