Relevance of leadership training: 4 sides of a message, “I-messages”, NLP, psychodrama are only tools. Almost all of our trainers are also management consultants and trained psychologists. These psychological models are useful for leadership training, but never take center stage. There is no one single method for solving the problems experienced by managers. Rather, the approach we take aims to expand the communication scope of training participants. Of equal importance for us is the relevance to real-life work situations: all models focus on enhancing the performance of the team or department.
Entrepreneur, coach and overseer – these are the roles and tasks of managers. In their function as overseers, managers define targets, monitor them, set milestones and are familiar with well-formed objectives. In their function as coaches, managers supervise employees, providing food for thought and honest feedback. In their function as entrepreneurs, managers create new business ideas and challenge the organization. We invite our training participants to expand their skills in all three leadership roles.
Case studies: Through our tradition in management audits and assessment centers, we firmly believe that working with realistic work samples and case examples facilitates the transfer of relevant skills to the workplace. Rather than bridge-building exercises, our leadership training focuses on case studies or challenging leadership cases.
Further model: The five leadership practices
Different models are required at senior management level than at junior management level. When it comes to “managing managers”, we have had good experience with the “Leadership Challenge” model developed by James M. Kouzes and Barry Z. Posner. Most leadership literature is either not business-oriented enough or describes individual management success stories. For over 10 years, Kouzes and Posner have been the commendable exception, combining academic theory and hands-on practice. The findings of the studies are the well-known five fundamental leadership “practices”: “Challenging the process”, “Inspiring a shared vision”, “Enabling others to act”, “Modelling the way” and “Encouraging the heart”. For example, “Challenging the process” means calling on managers to break with the routine in their company and to overcome challenges with a view to ratcheting up the performance of their organization.