Leadership in the sense of “achieving a directed effect in and with social systems” is best learned through concrete action, trials, experimentation. But also, by reflecting on and evaluating these experiences in a group, then a further step is incorporating the findings into the planning of the new action in practice. This generates internalised empirical knowledge, which is tested in everyday life for its practicability and these findings are exchanged directly with colleagues in the next module.
- Resource-oriented instead of technical learning
- Preparing new managers to deal pragmatically with people during turbulent times
- Using the group as a sustainable source of success and strength
At first glance, the demands on managers often appear to be “mission impossible”: limited resources, higher quality requirements, comprehensive customer orientation, stricter compliancy regulations, faulty products, demotivated employees. These and more, are often the basic conditions for achieving double-digit sales increases year after year. Not to lose oneself, to keep an overview and to remain a role model for employees, does not require such an easy – but simple to learn – way of dealing with oneself.
- Recognising inner independence in the midst of turbulence and preserving it in the form of “me time”
- Strengthening and building upon resilience and mindfulness
- Finding one’s self in the midst of highly professional challenges and personal lifestyle
Strengthen leadership culture
Bringing leadership culture into motion is not only achieved through a common understanding of leadership. This effect results from the simultaneous development of a leadership community. This is done with the help of a methodology that is very clear at the beginning and does not require direct results orientation. Only in the second step are very concrete results achieved with the help of our translation work, which lead to implementation guidelines in the area of leadership behavior in the organisation. The different hierarchical levels are included.
- Co Creation Dialogues as a resource-saving method of analysis and intervention
- Immediate learning of the organisation through the mutual reflection of actual, target and purpose
- Concrete and broad-based derivations for development programmes at various levels
Coaching and Peer Counselling for executives
Coaching needs the right mix of empathy and provocation. This makes it possible to explore unseen paths and blind spots. The person’s hidden resources are also discovered and the functionality of the interrelationships in the organisation are examined, which often to leads to one of two reactions: “Aha!” and “Why didn’t I see that earlier?”. While we at C/O/N/E/C/T/A act as “sparring partners and guides” in coaching, our peers who are moderated by us take on this task in advising colleagues.
- Solution focus, feasibility and complete confidentiality
- Our decades of experience with executives from a wide range of industries, functions and hierarchical levels, ensures that you will discover new perspectives and steps
- Learning from each other not only strengthens the people in their roles, but also the organisation at the same time
Potential analysis development
What else is inside of someone? Who doesn’t want to know that as precisely as possible? Managers who make decisions on the careers of others are especially curious about reliable predictions. But there are only a few, because the same personality in a different role or organisation can perform completely differently – you can hardly believe that you are dealing with the same person. At C/O/N/E/C/T/A, we often use potential analyses before or after development programmes and career coaching. We do not use different questionnaires as just a way to describe facts, but as a form of inner dialogue, which is always connected with the external dialogue, the conversation with the consultant, in order to reach an overall picture of the potentials.
- Career anchor in accordance with Edgar Schein
- Personality structure in accordance with Fritz Riemann and STAB
- Conflict behaviour
- 360° feedback