Modern, multi-layered analysis tools reveal the specific development needs of the leadership group.

• An intensive survey of the top management team is the first step. In the process, the company's picture of the future is drawn. The management has a clear view of what the leadership group needs to be able to lead the company safely.
• An Organisational Constellation shows which needs are greatest in the leadership team. In this highly efficient tool, the requirements are shown and discussed by a group of representatives.
• Through qualitative, individual interviews with leaders, it is identified which leadership competencies are most urgently needed.
• In representative workshops, employees are asked which behaviors of leaders would make their work easier and how they would feel more appreciated and motivated.

Based on the preceding analysis, the priorities of the measures are defined. Mostly they are in the following areas:

Entrepreneurship
The manager is the entrepreneur in the company. Demonstrate entrepreneurial vision, lead with key figures, dare to make decisions and courageously revise mistakes.

Self-leadership
Self-reflection, self-organisation, prioritisation, personal energy balance, time management, self-motivation.

Human Resource Management
Communication & conflict resolution, We-Talks, leadership feedback from the team, learning culture in the team, delegation, strengthening team spirit.

Synergies between managers mobilize new resources and bring innovation into the company. The constructive learning exchange makes it fun to work together and creates confidence in the future.

Solution-Finding Workshops
In Solution-Finding Workshops, 4-8 managers come together to give a manager ideas on how his or her department can run even better. The idea taker takes the suggestions, evaluates them, implements what fits. After a period of time, this executive gives feedback to the idea-givers on what has been implemented and with what results.

Peer Consulting
All the necessary knowledge and precious experience are in the heads of the leadership group. It just needs to be revealed. A leadership group with experienced and with new managers meets once a month: a case-giver asks the colleagues for advice on a leadership topic. Everyone gives their opinion without discussions. From this collection, the case-giver then decides on his solution. Then it is the turn of the next case-giver.

By a questionnaire, the leaders are encouraged to do self-reflection after each measure. The results give the principals important information about the impact of the measure and possible need for adaptation.

Modern, multi-layered analysis tools reveal the specific development needs of the leadership group.

An intensive survey of the management team is the first step. In the process, the company's picture of the future is drawn. The management has a clear view of what the next management level needs to be able to lead professionally.

Qualitative, individual interviews with junior executives are used to find out which leadership competencies are most urgently needed.

From the preceding analysis, the focus of the measures is defined. The following elements are usually recommended:

Two-stage coaching

1. Personality analysis and motivation assessment
   In individual coaching, the junior executive is asked whether he/she is ready to take responsibility for people and for important projects. It is also important to honestly present and discuss the motivation for promotion to the next level.
   
   
2. Accompaniment in the first steps of leadership
   Self-reflection, asking questions, presenting and resolving insecurities, simulating typical difficult appraisal interviews, taking courage and gaining self-confidence - the new leaders are safely accompanied in all these development steps.

As a colleague to a leader - finding your own identity
How do I perceive my role as a supervisor now? How do former colleagues perceive me now? How can I be recognised without having to act top-down? Questions like these are worked on in the workshop together with the peers and everyone finds their own solution that feels right.

Entrepreneurship
Ideally, the manager is like an entrepreneur in the company: demonstrating entrepreneurial vision, leading with key figures, daring to make decisions and courageously revising mistakes.

Self-leadership
Self-reflection, self-organisation, prioritisation, personal energy balance, time management, self-motivation are the key elements for sovereignty and strength.

Human Resource Management
Communication & conflict resolution, We-Talks, leadership feedback from the team, learning culture in the team, delegation, team spirit.

Together we are strong! Especially at the beginning of a new professional stage, it feels good to learn together in a group, with peers. This also bonds us for later challenges.

Peer counseling
All the necessary knowledge and valuable experience is in the heads of the leadership group. It just needs to be called up. Once a month, a leadership group meets with experienced and new leaders: a case-giver asks the group for advice on a leadership issue. Everyone gives their opinions without discussion. From this collection, the case-giver then decides on the most suitable solution. Then it is the turn of the next case worker.

Answering a questionnaire, the participants are encouraged to self-reflect after each activity. The results give the client important information about the impact of the action and possible need for adaptation.