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.


Cus­to­mers about us in this field of work

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
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
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
As a very young PMP, I was enthu­si­astic about your lec­tu­re “tech­ni­que”, whe­re “tech­ni­que” is too dry a word for the very lively lec­tu­re – you have the gift to draw peop­le along and inspi­re them.

Ingrid Wei­ler, PMP Manage­ment & Con­sul­ting Ser­vices,

Ger­man Stock Exchan­ge
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.

    Get in touch with us!


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Pro­mi­nent State­ments

Coa­ching – VMI value pro­fi­le I have been much more con­sis­tent in my approach to what is important to me sin­ce I began loo­king at the value sca­le (VMI) in lea­ders­hip trai­ning.

Ralf Wichtl­hu­ber, Sie­mens Enter­pri­se Com­mu­ni­ca­ti­ons
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, Pro­ject Mana­ger SIMIS W

Sie­mens AG, Trans­por­ta­ti­on Sys­tems
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