Team-/Cor­po­ra­te Manage­ment

Run­ning a busi­ness: Nobo­dy is per­fect! Know your strengths, limi­ta­ti­ons and blind spots. Lea­der­ship is more important than wan­ting to be the smar­test in all ques­ti­ons. Use our busi­ness coa­ching for lea­ders!
Manage­ment – Lea­der­ship: Well posi­tio­ned and orga­ni­zed for the what and how – bes­i­des having a broa­der hori­zon, a more com­pre­hen­si­ve under­stan­ding, a deeper moti­va­ti­on: to know the why and what for.
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 despi­te stan­ding ´ín the way´. Trai­ning, coa­ching – what ser­ves you best?
Mini­mi­ze misun­derstan­dings fun­da­men­tal­ly: under­stan­ding requi­res being in the same direc­tion: com­mon goals, shared values, com­mon under­stan­ding of lea­der­ship. Is ever­yo­ne com­ple­te­ly on board?
Enab­ling agi­li­ty: situa­tio­nal, direct, fle­xi­ble, … acting and inter­ac­ting. Agi­le action also needs mea­ning and reflec­tion – what pro­vi­des sta­bi­li­ty?

Values pro­vi­de sta­bi­li­ty in moti­on, axes in the rota­ti­on of our fast world: value con­sen­sus in the com­pa­ny as a com­mon plat­form, value diver­si­ty qua indi­vi­dua­li­ty quite natu­ral­ly. Shared values form the heart of the cor­po­ra­te com­mu­ni­ty – quite more than just an ethi­cal or legal code. Read more

Lead your team


Make work more effec­ti­ve.

  • Lea­ding – What does it mean? Stand in front of, behind, bes­i­de or with his peo­p­le? Rather: Always take the right posi­ti­on.
  • Goals, trust, con­trol – how can you be the first among equ­als?
  • Inte­gra­ting dif­fe­ren­ces into more than the sum over sin­gles.
  • Cla­ri­fy who, what and how-to, but also be clear about why, whe­re to, what for? Give mea­ning to pur­po­se!
  • Let your peo­p­le do what they can do alo­ne and want it – get out of the way.
  • Under­stand what hap­pens in a team: Dyna­mics you should know to steer com­mit­ment con­s­truc­tively.
  • Inspi­re and bring tog­e­ther – and the extra­or­di­na­ry beco­mes pos­si­ble.

In this trai­ning, you will also learn what makes it easier for you to start with your team. One ele­ment in this trai­ning is your per­so­nal TMS-Pro­fi­le. Read more here



Team-Per­for­mance plus

Re-Forming your team – exter­nal sup­port

02 Rad Ro F Best

Whe­ther a con­ti­nuous work team or a pro­ject team – after some time the initi­al fire has bur­ned down. Time for rene­wal. This is not about qua­li­fi­ca­ti­on. There’s not­hing arti­fi­ci­al­ly to be trai­ned that not arti­fi­ci­al­ly should hap­pen: Inspi­re new­ly com­mit­ment, sup­port and trust in vivo! This offer is direc­ted to teams “with own histo­ry”.

Per­for­mance is the result of lively, gui­ded coope­ra­ti­on, sup­port­ed by com­mit­ment, sup­port and deter­mi­na­ti­on. Tog­e­ther Ever­yo­ne Achie­ves More

Lea­der­ship is a part of the “working sys­tem” – thus it is part of the neces­sa­ry chan­ge. This is why exter­nal, impar­ti­al sup­port for chan­ge works. To this end, pro­fes­sio­nal instru­ments are used to make sys­tem fea­tures visi­ble to all.

Con­sul­ting, mode­ra­ti­on, faci­li­ta­ti­on, coa­ching are pos­si­ble forms of work. The team lea­der remains in his lea­der­ship role. The team remains in con­trol of its own chan­ge. Ele­ment in this trai­ning is your per­so­nal TMS-Pro­fi­le. Read more here

Three situa­tions can be the reason for an extern­al­ly super­vi­sed team deve­lo­p­ment:

  1. Your team starts from scratch or only you are new as a team lea­der
  2. Trou­ble­shoo­ting on the way
  3. Reboot” (Re-Team­ing)

Read more here:


Impul­se lec­tures, short work­shops


What are your topics?

  • The top-level in rese­arch: team, sys­tem, tools and lea­der­ship – how to do bet­ter – results of a model pro­ject
  • Values – use­l­ess PR pro­pa­gan­da or the heart of your cor­po­ra­te com­mu­ni­ty? – Get your peo­p­le moving! What is real­ly most important to you?
  • Mista­kes and fail­ure: Do you still have a cul­tu­re of fail­ure or are you alre­a­dy a living lear­ning com­mu­ni­ty?
  • Under­stan­ding lea­der­ship cor­rect­ly: Manage­ment and Lea­der­ship: Com­mit­ment bey­ond what and how. Under­stan­ding trans­for­ma­ti­on.
  • Coa­ching as a mana­ger = Best Prac­ti­ce! – Prac­ti­ce, mea­ning and limits; updates on “situa­tio­nal lea­der­ship”
  • Self-manage­ment – who wants to lead others, … must live lea­der­ship for hims­elf first­ly: they look at you.
  • Time manage­ment – not banal at all! Get­ting your results effi­ci­ent­ly and flu­ent­ly and at the same time final­ly sleep cal­mer again.

Talk to us about your pro­ject and what you need. Arran­ge an appoint­ment by


Team Deve­lo­p­ment with TMS


Team Forming: Brin­ging the right peo­p­le tog­e­ther: A deve­lo­p­ment team needs dif­fe­rent skills than a con­sul­ting team. Pro­fi­le your team mem­bers with TMS and match the result with the main demands. Real exam­p­le: A con­sul­ting team that likes to lea­ve inter­net-search to the trai­nees(!). Capa­bi­li­ties include skills AND pre­fe­ren­ces: What one does not like, he does unin­spi­red­ly, bad­ly or not at all – do you like decla­ra­ti­on of e.g. taxes! TMS shows pre­cis­e­ly what you can expect from whom in the team and who is opti­mal­ly posi­tio­ned for which func­tion.

Fast-Team­ing: A pro­ject team should get star­ted quick­ly – well, but how does that work? Get star­ted quick­ly, do it and then see? The stor­ming pha­se is wai­ting at the next cor­ner. Effec­ti­ve team start takes up the per­so­nal side of team­work, gives it space. TMS helps your team to start fast solid­ly.

More than a tool: an instru­ment alo­ne does not play music. Only with qua­li­fied con­sul­ting and expe­ri­en­ced pro­cess sup­port, coa­ching and trai­ning can you opti­mal­ly use the poten­ti­al of the TMS instru­ment: a wort­hwhile invest­ment. Let us advi­se you! Eck­hard Schöl­zel is at your dis­po­sal as a TMS mas­ter.

You can try it out with your own TMS-pro­fi­le on role-pre­fe­ren­ces. Infor­ma­ti­on and access: Read more 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.


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), Thu 16:30–19:00.
  • Coach expe­ri­en­ced in the topic

App­ly here!


Cus­to­mers about us in this field of work

Eck­hard Schöl­zel is a very ver­sa­ti­le coach and trai­ner. He fle­xi­bly fol­lows our com­plex agen­da.
He accom­pa­nied me for more than 1.5 years, first as Direc­tor of the ART­ORG Cen­ter for Medi­cal Tech­no­lo­gy Rese­arch at the Uni­ver­si­ty of Bern and then as Mana­ging Direc­tor of a medi­cal tech­no­lo­gy com­pa­ny in my self-manage­ment and cor­po­ra­te manage­ment.
He accom­pa­nied us joint­ly and indi­vi­du­al­ly through chan­ges in the manage­ment team at CASCI­NA­TI­ON AG and fur­ther deve­lo­ped our lea­der­ship qua­li­ties. Mr. Schöl­zel con­ti­nues to advi­se us on our chal­len­ging per­son­nel deve­lo­p­ment issues.
I can ful­ly recom­mend him as a coach and lea­der­ship trai­ner.
Yours sin­ce­re­ly,
Dr. Ste­fan Weber, CEO
Mr. Schöl­zel sup­port­ed the RIF Insti­tu­te in the initia­ti­on of a trans­for­ma­ti­on pro­cess with con­cep­tu­al advice, as a coach and pro­cess faci­li­ta­tor in the peri­od from March to July 2023. Sys­te­ma­tic pre­pa­ra­ti­on with sui­ta­ble orga­niza­tio­nal deve­lo­p­ment tools and a sen­si­ti­ve approach to mana­gers and employees cha­rac­te­ri­ze his qua­li­ties and tho­se of his team mem­ber as well as good orga­niza­ti­on and relia­bi­li­ty.
In line with our wis­hes, he has con­cen­tra­ted his invol­vement on crea­ting the con­di­ti­ons,
which now allow us to move for­ward with our own resour­ces. We will be hap­py to call on him for tasks that requi­re his invol­vement.
Yours sin­ce­re­ly

Leif Hagen, Mana­ging Direc­tor
Mr. Eck­hard Schöl­zel, gra­dua­te psy­cho­lo­gist, has suc­cessful­ly work­ed with my sci­en­ti­fic assistants on atti­tu­de and beha­vi­or (team and self-manage­ment) through coa­ching and trai­ning. Their fur­ther pro­fes­sio­nal care­er has brought them into lea­ding posi­ti­ons in indus­try and sci­ence, for which they could use this addi­tio­nal qua­li­fi­ca­ti­on and matu­ri­ty.

I can high­ly recom­mend Mr. Schöl­zeI.

Pro­fes­sor Dr. Tim C. Lüth

Chair of Micro­tech­no­lo­gy and Medi­cal Device Tech­no­lo­gy

Vice Dean of the Facul­ty of Mecha­ni­cal Engi­nee­ring at TU Munich
I can ful­ly agree with your idea of the values in a com­pa­ny. … When I look at Dürr, the employees live the values of the com­pa­ny, but they are proud of their pro­ducts. The­se are the dri­ving momen­tum for their work.

Cor­po­ra­te cul­tu­re has to include ever­y­thing you said in your stu­dy, “Making the con­nec­tions.” Values are always car­ri­ed out by peo­p­le. …

I wish you much suc­cess with your work and am with best regards

Heinz Dürr

Chair­man of the Super­vi­so­ry Board of Dürr AG
As part of a pro­duct launch, Eck­hard Schöl­zel accom­pa­nied the first pro­ject pha­se for pro­duct and pro­cess opti­miza­ti­on. I find the way of working par­ti­cu­lar­ly hel­pful: very tho­rough pre­pa­ra­ti­on for the envi­ron­ment of the par­ti­ci­pan­ts and the pro­duct, lean mea­su­res that acti­va­ted our resour­ces to the maxi­mum, inten­si­ve accom­p­animent of inno­va­ti­ve impro­ve­ments in the imple­men­ta­ti­on pha­se.
This is a clear qua­li­ty dif­fe­rence to most manage­ment con­sul­tanci­es.
Dr.-Ing. Ste­fan Wag­ner
For­mer Head of BÜ-Cen­ter Main­line,
Sie­mens AG Trans­por­ta­ti­on Sys­tems
Chan­ge Manage­ment – Eck­hard Schöl­zel and his team have hel­ped the forth­co­ming spin-off pro­cess to over­co­me fears of the future and chan­ge within the frame­work of a series of future work­shops ide­al­ly tail­o­red to the needs of tho­se affec­ted. The start into a new task was the­r­e­fo­re much easier for the new com­pa­ny and many of its employees.

Klaus Plö­ger

For­mer Head of Sales Q4 IBS GmbH, Hano­ver
Team deve­lo­p­ment – Eck­hard Schöl­zel has made a valuable con­tri­bu­ti­on to the ali­gnment and coope­ra­ti­on of my deve­lo­p­ment team using method (TMS/VMI pro­files) and empa­thy. With a deeper awa­re­ness of our indi­vi­du­al work pre­fe­ren­ces and per­so­nal values, we now work tog­e­ther more smooth­ly and trus­tingly. That was very important for our road to suc­cess.

I also lear­ned a lot about mys­elf and the effect of my beha­vi­or through coa­ching.

Jens-Peter Brau­ner

For­mer Pro­ject Mana­ger SIMIS W

Sie­mens AG, Trans­por­ta­ti­on Sys­tems

Vice Pre­si­dent Mobi­li­ty Sie­mens Ltd. Hong Kong
Excel­lent team coach for real chan­ges in the team with a lot of empa­thy and a fee­ling for the right inter­ven­ti­on.

Staff Repre­sen­ta­ti­on of the Euro­pean Patent Office (EPO/EPO), Munich
I’ve seen some team deve­lo­p­ment mea­su­res befo­re, but not so well-foun­ded.

Dr. Hein­rich Stu­cken­schnei­der

Sie­mens AG, Cor­po­ra­te Tech­no­lo­gy,

For­mer Head of Stra­te­gic Mar­ke­ting
Coa­ching – the way to inde­pen­dence Coa­ching by and with Eck­hard Schöl­zel enab­led me to deci­de to beco­me inde­pen­dent as an entre­pre­neur. The decis­i­on I made in com­pa­ri­son with my per­so­nal values pro­ves, again and again, to be cor­rect, and I am very gra­teful for the ori­en­ta­ti­on I have found.

Frank Lin­den­laub

CEO act­me­dic GmbH

Orga­niza­tio­nal Deve­lo­p­ment / Trans­for­ma­ti­on

Con­sis­tent under­stan­ding of lea­der­ship

Whe­ther in post-mer­ger inte­gra­ti­on or just like that: your com­pa­ny has grown – quick­ly, the­re was not always enough space for sys­te­ma­tic inte­gra­ti­on of acqui­red com­pa­nies. Syn­er­gy effects may need long time. Misun­derstan­dings, depart­ment­al poli­tics or frac­tio­ning make cor­po­ra­te manage­ment more dif­fi­cult and sabo­ta­ge the com­mit­ment of the most valuable employees. Per­for­mance?

  • Management/ Lea­der­ship – the hori­zon of lea­der­ship work: mere manage­ment at hig­her levels is not enough. Lea­der­ship is nee­ded at all levels. But cor­po­ra­te lea­der­ship must  go ahead.
    Ask us about our lea­der­ship coa­ching!
  • Dictatorial/patriarchal/managerial/collaborative or even ser­vant lea­der­ship – many misun­derstan­dings result the more lea­der­ship styl­es are prac­ti­ced accor­ding to per­so­nal incli­na­ti­on ins­tead of sys­te­ma­tic under­stan­ding.
    Ask us about values-based under­sta­ding via coa­ching with VMI!
  • Ambi­tious goals? Busi­ness trans­for­ma­ti­on? Wit­hout an ade­qua­te, con­sis­tent under­stan­ding of lea­der­ship and lea­der­ship style, it beco­mes stre­nuous and goal-cri­ti­cal. Why do most mer­gers fail despi­te the most tho­rough due dili­gence and the best orga­niza­tio­nal plan­ning? Tho­se affec­ted get invol­ved mere­ly at the end when ever­y­thing important has been deci­ded. “But it’s ulti­m­ate­ly the peo­p­le who mat­ter.” (Charles Han­dy)

Ask us about our busi­ness trans­for­ma­ti­on model and how we can help you rea­li­ze the cen­tral posi­ti­on of values. We also can bring our exper­ti­se to your trans­for­ma­ti­on team.

Ins­tead of pro­duct infor­ma­ti­on, read our tes­ti­mo­ni­als on this field of work (direct­ly abo­ve). A pilot pro­ject gives you an authen­tic impres­si­on – here is a basis for dis­cus­sion, our offer:


Indus­try 4.0, Digi­ta­liza­ti­on – Magic sound and basic work

Rare­ly is such a term used so pro­mi­sin­gly and dis­cus­sed in so many dif­fe­rent ways as “Indus­try 4.0”. Ever­yo­ne under­stands some­thing dif­fe­rent about it. The spec­trum ran­ges from increased use of robots in pro­duc­tion to ful­ly auto­no­mous sys­tems in the ser­vice sec­tor and pro­ba­b­ly does not cover ever­y­thing. The actu­al term for the mega-trans­for­ma­ti­on: Digi­ta­liza­ti­on.

From our point of view, what is more important than tech­ni­ca opti­ons is what it means for you: the appli­ca­ti­on of auto­ma­ted data and infor­ma­ti­on pro­ces­ses in your com­pa­ny.

Howe­ver, all orga­niza­ti­ons that deal with this topic have one thing in com­mon: It is ulti­m­ate­ly about the basic atti­tu­de of employees and mana­gers! The tech­no­lo­gy can only be suc­cessful­ly intro­du­ced and deve­lo­ped if peo­p­le want to use it and know how to use it.

Here is our area of exper­ti­se: to invol­ve the peo­p­le invol­ved in this chan­ge pro­cess even befo­re the intro­duc­tion of tech­ni­cal and pro­ce­du­ral chan­ges. Fin­ding solu­ti­ons, resol­ving resis­tances and imple­men­ting chan­ges towards modern ways of working that can bene­fit both the orga­niza­ti­on, the cus­to­mers and the employees.

Talk to us about your pro­ject and what you need. Make an appoint­ment byemail   


Values-ori­en­ted leadership/transformation

On avera­ge 12–14% of employees are high­ly com­mit­ted – ten­den­cy? Why is this figu­re much hig­her for cer­tain com­pa­nies? Goog­le, Apple, … or modern craft busi­ness, a values-based lead SME – this num­ber is only the avera­ge! What is your visi­on of how your com­pa­ny can be more attrac­ti­ve for com­mit­ment than others? With com­mon values, you rea­li­ze the path from jux­ta­po­si­ti­on to clas­hing and tog­e­ther­ness – a com­pe­ti­ti­ve advan­ta­ge that can­not be copied!

Wha­te­ver you’­re up to: Instal­ling CIP, inspi­ring a cul­tu­re of error/learning and inno­va­ti­on, incre­asing agi­li­ty, indus­try 4.0 or… You will suc­ceed bet­ter if you streng­then the com­mit­ment of the indi­vi­du­al and the com­mu­ni­ty – a world of work into which one likes to go as a co-crea­tor – every day!

Orga­niza­tio­nal values: the values sys­tem of the orga­niza­ti­on indi­ca­tes what cus­to­mers, employees and the social envi­ron­ment can rely on. How should the­se “stake­hol­ders” per­cei­ve the com­pa­ny? If  mere­ly pro­pa­gan­da, values that are just wor­ding will lead intern­al­ly to cyni­cism and can beco­me a dan­ge­rous boo­me­rang extern­al­ly – the exhaust scan­dal at VOLKS­WA­GEN and other par­ti­cu­lar­ly Ger­man car manu­fac­tu­r­ers still tea­ches us that.


Authen­tic values for inten­tio­nal deve­lo­p­ment

Tal­king about values – that sounds noble, ethi­cal, moral, vir­tuous. A lot of peo­p­le do that. Some of them later dis­mant­led them­sel­ves into scan­dals. The value to prac­ti­ce what we do value in fact was thus com­ple­te­ly obscu­red – values them­sel­ves were dis­credi­ted by the steam chat­te­rers to mere pro­pa­gan­da. What are values? Why do the most suc­cessful com­pa­nies have a deci­ded inte­rest in values? Values cha­rac­te­ri­ze what is important to us, e.g. co-crea­ti­vi­ty with others. Values prio­ri­ties deter­mi­ne what we prio­ri­ti­ze: Stay at the mee­ting or have a cof­fee. Many per­so­na­li­ty tests can be used to explain beha­vi­or and per­so­nal impact. But what’s under­neath? “Per-sona” is what “sounds through.” Values tell us some­thing about the “sound source” – the basic con­fi­gu­ra­ti­on of the indi­vi­du­al, qua­si the men­tal ope­ra­ting sys­tem. Only some of the values have an ethi­cal “char­ge” from a sci­en­ti­fic point of view. Mora­li­ty is expres­sed in norms, i.e. social agree­ments about good/bad. Values are the basis, but they are much more than that. Col­la­bo­ra­ti­ve work sys­tems (from lea­der­ship style moderator/facilitator) need a basis like a raft on the water. Value con­sen­sus then forms the con­nec­tion of the tree trunks to the platform.The inter­ac­tion of the many values/ prio­ri­ties makes the pic­tu­re very com­plex: Each team shows how dif­fer­ent­ly peo­p­le set their life prio­ri­ties and deci­de dif­fer­ent­ly depen­ding on the situa­ti­on. Also, ever­yo­ne chan­ges prio­ri­ties over the years. Whoa, who cares? Values can­not be imple­men­ted by order and thre­at of punish­ment. Do you fol­low traf­fic regu­la­ti­on only to avo­id punish­ment? Dic­ta­to­ri­al, patri­ar­chal and the lea­der­ship style “mana­ging” do it with given rules. Per­so­nal respon­si­bi­li­ty, crea­ti­vi­ty, know­ledge sha­ring do not work the­re at all. “Ali­gnment” hap­pens accor­din­gly with dif­fe­rent results: pro­du­ce blind fol­lo­wers or cocrea­ti­ve indi­vi­du­als and teams. How can the per­so­nal ope­ra­ting sys­tem and the orga­niza­tio­nal values sys­tem be prac­ti­cal­ly unders­tood, mea­su­red and coor­di­na­ted?You need two things:

  1. a values deve­lo­p­ment model that con­siders all important pro­per­ties but redu­ces com­ple­xi­ty.
  2. An instru­ment that can mea­su­re values/priorities and reflect the com­ple­xi­ty of individual/collective values prio­ri­ties in a pro­fi­le: Prio­ri­ties, stages of deve­lo­p­ment, inter­ac­tions and impli­ca­ti­ons … This allows con­clu­si­ons to be drawn.
  1. The Hall/Tonna value model offers a sci­en­ti­fi­cal­ly pro­ven basis for this under­stan­ding of values.
  2. From this, the VMI – Values Manage­ment Inven­to­ry® was deve­lo­ped, which leads to indi­vi­du­al and group-pro­files.
  • We have descri­bed the bene­fits of the indi­vi­du­al values pro­fi­le here. The coll­ec­ti­ve pro­cess that leads to lived cor­po­ra­te values: Reco­gni­zing your per­so­nal values sys­tem – …
  • then come with others to more deep­ly foun­ded values-prio­ri­ty decis­i­ons (group pro­fi­le) – a values-con­scious com­mu­ni­ty has more stability/ resi­li­ence to the sur­ging waves of our glo­bal eco­no­mic life.


Inte­res­ted in more? Plea­se under­stand that ins­tead of many down­loads we value direct con­ver­sa­ti­on with you. This is how we cla­ri­fy which infor­ma­ti­on is real­ly inte­res­t­ing for you. Talk to us about pro­mi­sing paths to suc­cess. We have the know­ledge of a world­wi­de net­work and the expe­ri­ence of local pro­jects onboard.

This is how a pilot pro­ject could start: per­so­nal values, docu­ment-ana­ly­sis, …:


How com­pa­nies find their values and make them a com­mon cau­se

In the “Miss­ing Link” stu­dy in 2011, we exami­ned this ques­ti­on. Many com­pa­nies have an expli­cit values state­ment. The inten­ti­on: To show all stake­hol­ders what they can rely on – what the com­pa­ny stands for. This makes com­pa­nies attrac­ti­ve and, as has long been pro­ven, also increa­ses their enter­pri­se values. This is ulti­m­ate­ly mea­su­red in prac­ti­ce, as the major scan­dals, sur­roun­ding com­pa­nies and entre­pre­neurs have shown us: Walk the talk! Inter­nal dis­in­te­gra­ti­on also threa­tens other­wi­se. This prac­ti­ce is desi­gned and mana­ged by mana­gers.

Bes­i­des, values are vir­tual­ly “within the walls” – more pre­cis­e­ly: in pro­ces­ses, orga­niza­tio­nal struc­tures and stan­dards, in docu­ments, etc. As spe­cia­lists for values ana­ly­sis, we can iden­ti­fy the­se values in the com­pa­ny docu­ments, among other things. Quo­te from the head of the staff units of a renow­ned bank: “How did you find out that we had a pro­blem with com­mu­ni­ca­ti­on and infor­ma­ti­on? It’s all about the glas­ses you wear! If we values-experts can reco­gni­ze this, an M&A ana­lyst can also use it. With us, you can work on the values update of your orga­niza­ti­on and defu­se such mines.


In “Con­nec­ting the Links” (2012) we have sum­ma­ri­zed the most important results of this stu­dy – a star­ter kit for our con­ver­sa­ti­on about your acce­le­ra­ted busi­ness suc­cess. You can view the stu­dies here in the abs­tract and order them here:

  • Stu­dy “Miss­ing Link”
  • The main fin­dings and con­clu­si­ons in “Con­nec­ting the Links” are as fol­lows
  • The 4 fields of action for an authen­tic values sys­tem

Excerpt from “Con­nec­ting the Links”:

Two tasks await you:

  1. Fin­ding the right and coher­ent values: with objec­ti­ve ana­ly­sis, in a work­shop with your most important peo­p­le
  2. To bring prac­ti­ce throug­hout the com­pa­ny in line with the­se values. This alre­a­dy crea­tes added value for your com­pa­ny.

If the per­so­nal values prio­ri­ties of the mana­gers are well con­nec­ted with the com­mu­ni­ca­ted values, goals, visi­on, the values come tog­e­ther con­sis­t­ent­ly in day-to-day beha­vi­or and work pro­ces­ses.

  • Whe­re expli­cit and impli­cit values beco­me con­scious gui­ding stars, and
  • whe­re the right values are also ope­ra­tio­na­li­zed (what to value) and
  • whe­re mana­gers and employees value what should be valued,

… dyna­mic pro­ces­ses are crea­ted to crea­te value for the com­pa­ny. Com­pa­nies that fol­low the values that are right for them in pro­ces­ses and stan­dards as maxims for action “in deed”, some­ti­mes show them­sel­ves to be extra­or­di­na­ri­ly suc­cessful extern­al­ly and intern­al­ly as sta­ble, inte­ger and con­nec­ted. …


    • What if you turn your busi­ness into a pro­duc­ti­ve com­mu­ni­ty whe­re things run smooth­ly tog­e­ther? Wan­ting out of a broad con­sen­sus of values ins­tead of just wan­ting to.
    • That abo­ve all else can make the dif­fe­rence whe­re the best peo­p­le go or stay.

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Would you like more cla­ri­ty as to whe­re the “jour­ney” should go for you?

Use our coa­ching for more cla­ri­ty!



Pro­mi­nent State­ments

I can ful­ly agree with your idea of the values in a com­pa­ny. … When I look at the Dürr com­pa­ny, the employees live the values of this com­pa­ny, …

Heinz Dürr, Chair­man of the Super­vi­so­ry Board of Dürr AG
Team deve­lo­p­ment – Eck­hard Schöl­zel has made a valuable con­tri­bu­ti­on to the ali­gnment and coope­ra­ti­on of my deve­lo­p­ment team with the method (TMS/VMI pro­files) and empa­thy. With a deeper awa­re­ness of our indi­vi­du­al work pre­fe­ren­ces and per­so­nal values, we now work tog­e­ther more smooth­ly and trus­tingly. That was very important for our road to suc­cess.

Jens-Peter Brau­ner, Vice Pre­si­dent Mobi­li­ty Sie­mens Ltd. Hong Kong (for­mer Pro­ject Mana­ger SIMIS W)

Sie­mens AG, Trans­por­ta­ti­on Sys­tems
One of the most impactful aspects of our work tog­e­ther was the uti­liza­ti­on of the VMI-values pro­fi­le. This tool hel­ped me crea­te a clear road­map for my values – a road­map that out­lined not only what my values are, but also how to inte­gra­te them into every aspect of my life and busi­ness.

Through our ses­si­ons, I gai­ned a deeper under­stan­ding of mys­elf and the moti­va­tions behind my actions.

Vla­dis­lav Vadu­ves­cu 

Digi­tal Mar­ke­ting Spe­cia­list, CASCI­NA­TI­ON AG
Coa­ching – the way to inde­pen­dence Coa­ching by and with Eck­hard Schöl­zel enab­led me to deci­de to beco­me inde­pen­dent as an entre­pre­neur. The decis­i­on I made in com­pa­ri­son with my per­so­nal values pro­ves, again and again, to be cor­rect, and I am very gra­teful for the ori­en­ta­ti­on I have found.

Frank Lin­den­laub, act­me­dic GmbH Manage­ment Con­sul­tancy
Coa­ching – VMI value pro­fi­le Sin­ce loo­king at the value sca­le (VMI) in lea­der­ship trai­ning, I have been much more con­sis­tent in my approach to what is important to me.
Ralf Wicht­l­hu­ber, Sie­mens Enter­pri­se Com­mu­ni­ca­ti­ons