We are experts in leadership and collaboration. In our training, we ensure that the participants develop new skills, primarily through experiential learning, which they can then apply directly in the business and private context.
For some years now, traditional leadership concepts have no longer really been the right answer to ever-faster markets, permanently changing requirements and people who no longer have only their career in focus but want to work in a meaningful way.
The more agile your organization is, the more important the following success factors are for a leader:
- An inspiring vision
- Strategic goals derived from the vision
- Allocation of resources according to the demand
- Paying attention to overload situations of team members
- Development of integration and change competence
- Development of a relationship-maintaining feedback culture
- Attracting and training the right employee
- Establish and allow self-organization of teams
The unpredictability of the future and the constantly changing dynamics require leadership to have more coordination skills and considerable social skills.
Together with you, we define the measurable role and competency profiles for your management team. Based on the target profiles, we work with you to develop tailor-made leadership programmes. With our presence, blended learning, e-learning and coaching services, we offer a wide range of modern learning opportunities.
COMPETENCY-BASED LEADERSHIP TRAINING
Our customers in personnel departments are increasingly faced with the challenge of reducing the costs of personnel development and using the existing budget precisely.
The ideal solution to achieve this is competency-based personnel development. Each job or job family is described by a uniform competency model. Personnel development then begins with a development interview that focuses on the development needs of the individual.
Together with our customers, we develop tailor-made competency models or adapt existing ones to a measurable procedure so that we can then enter the competence development process in the form of structured interviews on the basis of a self-assessment.
Personnel development interventions, therefore, start directly with the competency model. We offer presence and blended learning interventions for each selected competence in the target profile.
Our clients offer the entire personnel development programme several times a year. After the employee or manager has carried out his or her competence analysis together with a trained coach, it is determined which modules of the training programme are to be attended. The participant registers for these modules. If there are enough participants on the respective measure, the training is carried out in presence format, if too few participants are registered, this group conducts the training with an online coach in blended learning mode.
This means that the training has exactly the same design as in the presence format, an online coach is available for 2-3 hours to give feedback on the individual tasks. This makes the support even more intensive than in the classroom course.
DIALOGUE ABILITY AND CUSTOMER ORIENTATION
- Making decisions on the basis of objectifiable criteria
- Using the Coverdale target as a basis for decision-making (context, criteria and purpose)
- Various decision-making procedures based on criteria
- Making decisions on the basis of objective criteria
- Using the Coverdale Aims grid as a basis for decision-making (context, criteria and purpose)
- Various decision-making procedures based on criteria
- Erkennen von Verhaltenspräferenzen und fördern von MA
- Arbeiten mit Feedback und Kritik
- Ziele setzen und messbar machen
- Grundprinzipien von Lernen und Personalentwicklung
- Recognition of behavioural preferences and promotion of MA
- Working with feedback and criticism
- Setting goals and making them measurable
- Basic principles of learning and personnel development
- Recognising difficult situations
- Dealing with emotions
- A structured approach in difficult situations: Comparison of points of view, change of perspective, recognizing interests
OPENNESS TO CHANGE
- Comfort zone versus trying out the new
- What happens to people in change processes (change curve and how to deal with it well for oneself and as a manager)
- Communicating and supporting change
- Establish change as CIP
- Define goals cleanly
- Achieving goals together with others
- Structured collaboration management
- Leadership via process control (facilitation)
LEADERSHIP DEVELOPMENT PROGRAMS
Together with our customers, we define the goals to be achieved with the program. Very often, classic executive training courses are conducted for lower and middle management, where the main focus is on the direct management of employees or the management of executives.
Topics that are often sought here:
- Leading teams
- Conducting appraisal interviews
- Conflict Management
- Managing change
- Facilitating Meetings
- Managing international teams
LEADING GROUPS AND TEAMS
- Setting and pursuing measurable aims
- Awareness of your own leadership role through reflection and analysis of your own leadership behaviour
- Integrating new employees profitably for the team
- Designing delegation processes and check the achievement of results
- Using employees according to their strengths
- Consult to make individual leadership situations more confident
SUCCESSFULLY CONDUCTING EMPLOYEE APPRAISALS
- Recognise and reflect on one’s own communication style and its impact on conversations with employees
- Use different types of employee interviews in the right situation
- Critical discussion
- Annual meeting based on 360° degree feedback
- Crisis discussion
- Cancellation interview
- Conflict discussion
- “Leading upwards”
- Systematic preparation, execution and documentation of interviews
- Dealing with one’s own emotions and those of the dialogue partners in a solution-oriented way
EFFECTIVE LEADERSHIP IN TRANSFORMATION PROCESSES AND CHANGE SITUATIONS
- From classic change management to successful organizational transformation
- Reaction patterns that cause changes in people and their influence on performance and cooperation in the team and the constructive handling of these patterns.
- Power and powerlessness in the process – What options do I have to influence?
- Using one’s own Communication as a resource in change processes
- Strengthen and develop change competence within yourself and your employees in order to be better prepared for future changes.
FACILITATING CONFLICTS PROFESSIONALLY
- Analysing conflicts and making the right interventions to resolve them
- Identifying potential sources of conflict (e.g. unexplained interfaces) and actively ensure that agreements are reached at interfaces.
- Learning to quickly identify and work on conflict symptoms and causes
- Exploring ways to create a win-win situation for all parties to the conflict
LEADING INTERNATIONAL TEAMS
- Examples of structural characteristics in which cultures differ (time concept, authority and leadership, communication and negotiation techniques, ways of thinking etc.)
- The cultural dimensions according to Hofstede
- Cultural differences in management styles (five cultures and how they handle issues such as teamwork, leadership, communication, delegation, performance assessment, decision making, etc.)
- Intercultural communication and team development
- Stereotypes and how to encounter them
In increasingly complex environments, it is not only a question of communication rules but also of elements from different cultures, temporal coordination, escalation rituals and jointly agreed processes in order to complete the tasks at hand. Establishing successful cooperation has become part of modern organisational development and no longer just a matter for employees.
Together with you, we develop value-oriented principles of action that ensure that even in difficult times, employees and management can jointly search for the best solutions and achieve challenging goals together. We are not satisfied with knowledge transfer or impulses. The participants in our measures acquire new skills for cooperation. This is guaranteed by our proven method of experiential learning.
In order to use the new skills immediately in our daily work, we always tie our measures closely to the company context. The assistance of the managers is essential, especially in the implementation of what has been learned. They must also enable or demand the use of the newly acquired skills from the participants.
Our training portfolio consists of three focal topics:
– Achieving aims
– Reaching agreements
– Solving difficulties
If you want to achieve aims alone or together with others, you have to make sure that the respective assignments are clear and the aims are precisely defined.
Coverdale uses a tool called “Coverdale Aims grid. This tool helps to visualize the dependency on stakeholders, the purpose, the end result and the associated criteria.
A structured approach as well as regular reviews on the process and the result also enable the achievement of aims alone or with others. We help you to help yourself.
BASICS OF SUCCESSFUL COOPERATION
- Clarify tasks in the team
- Agreeing on aims with verifiable criteria
- Integration of different strengths and abilities of each individual
- Derivation of a coordinated approach for systematic team collaboration
- Efficient use of resources
- Developing team culture and designing work processes through facilitation
- Preventing conflicts arising from different expectations and interests of team members
- Getting and giving personal feedback about the social and methodological competence shown in the training.
- Preparing meetings according to the situation
- Structure a meeting from start to finish, from the start to the work phase.
- Using visualization correctly
- Practical application of different moderation techniques
- Effectively and efficiently manage discussions
- Reaching about decisions by consensus
- Dealing with difficult participants
- Dealing with the requirements and limits of the moderation role, e.g. as project manager
- Facilitate reviews to improve results and processes
DEVELOPING OPENNESS TO CHANGE
- We work with you on your own approach to change, your own behaviour patterns in change situations, the effects of the change curve and how to deal with resistance in change situations. You will acquire helpful tools to learn to deal better with resistance and violent emotions.
- We work on the aspect that a change itself must be managed in the same way as the content component of the change project. We compare classic change approaches and the approach that leads to success in transformation situations.
- We look at change projects from the client’s perspective. Ideally, the trigger for change comes from within, because the need for change was recognized early on. We develop a change vision and work with the help of Storyboard technology to spread the vision throughout the organization and to align the organization to the change.
PRESENTING PROFESSIONALLY WITH THE RIGHT MEDIA
Structure of a presentation
Design and visualization – effective use of different media
Using Powerpoint and Prezi sensibly
Using Slide Docs
Based on the Harvard Concept, we tailor negotiation training to the specific needs of your organization. These programs are aimed at people who need to reach agreements that will enable them to have a long-term relationship with their negotiating partner.
ACHIEVING SUSTAINABLE AGREEMENTS
- Preparing a negotiation in a goal-oriented way
- Conduct negotiations consciously on the basis of a structure
- Separating personal and factual aspects and developing a positive negotiating climate
- Exploring and taking into account one’s own interests and those of the negotiating partners
- Working together with your negotiating partners to develop solution options
- Achieve results where both sides can win
- Dealing constructively with conflicts and preparing options in the event of disagreement
SUCCESSFUL PRICE NEGOTIATIONS
- Preparing negotiations properly
- Developing price strategy and calculating wish, aim and limit
- Structured negotiation, even when it gets tight
- Applying the Harvard Principles in difficult situations
- Knowing and actively use your own panic button
- Use mental techniques to “think up” wish scenarios and actively call them up
- Being able to observe the other side well
- Clearly identifying bluffs and render them harmless
- Knockdown the buyer’s wall and cause it to collapse without risking the relationship.
- Working with bonuses
Conflicts and the right way to deal with them should be part of everyday life in a company. Conflicts are part of it, they are nothing negative and, handled correctly, they set free energy that promotes rather than hinders the cooperation in teams. Nevertheless, many people are afraid of attacking conflicts and conflict situations in organisations are often swept under the carpet. Our programs help you to install a healthy conflict culture in your company. We provide you with the skills you need to handle conflicts safely and correctly.
CONDUCTING DIFFICULT CONVERSATION
- Special preparation involving the shares of one’s own feelings
- Entry into and conduct of conversations using a structured approach
- Flexible and situational handling of the structured conversation structure
- Finding access to a locked call partner
- Dealing with emotional outbursts and attacks of the interlocutor and reassuring the interlocutor
- Creating and maintaining one’s own inner security and balance
- Making your own dissatisfaction clear to the interviewer
- Dealing with different points of view
- Ensuring mutual understanding
- Shaping the transition from debate to problem-solving
- Weighing up opportunities and risks on the basis of criteria to determine whether a discussion makes sense at all
CONFLICT MANAGEMENT I - RESOLVING CONFLICTS AS A PARTICIPANT
- How conflicts arise and what causes them?
- Causes and types of conflicts
- Understanding one’s own conflict behaviour
- Negotiating conflict analysis, conflict transformation and conflict resolution
- Actively use conflict management tools
- Identifying phases of conflict escalation and de-escalation
- Develop strategies for dealing with conflicts and find concrete solutions for your current conflicts through consulting.
CONFLICT MANAGEMENT II - FACILITATING CONFLICTS
- Conflict analysis with the help of diagnostic techniques
- Causes and types of conflicts
- Conflict escalation and de-escalation
- Shaping a conflict moderation process
- Discussion techniques of conflict moderation
- Creative intervention techniques for minor to medium escalated conflicts
LEADERSHIP AWARENESS TRAINING WITH HORSES AS CO-TRAINERS
Are you looking for an opportunity to reflect on your own attitude towards leadership and to develop maxims for sustainable performance assurance and improvement of your employees? In this training, you will have the opportunity to reflect on your leadership principles with horses as neutral mirrors in a learning-promoting atmosphere at a stud farm in Graz. In a second step, the experiences will be reflected upon and concrete measures for your daily work will be developed on the basis of specific transfer questions. The exercise and feedback part is led by a “horseman”, the reflection and transfer part by a management trainer.
- You will reflect and analyse your attitude in leadership by working with horses.
- We will work on the topics: Attention, trust, respect and performance
- You will learn how to gain respect, how to assert yourself and how to respect others.
- You work on consciously overcoming barriers and fears and building trust.
- You spend half of the seminar time in the exercises with the horse, during the other half you work in the seminar room on the transfer of what you have experienced into practice – on the further development of your leadership competence.
DIRECTING AND LEADERSHIP
In our training in cooperation with Acting Power, we offer the opportunity to experience the effect of your own leadership skills in an artistic environment. In this training, the participants lead teams of colleagues and professional actors. In their role as directors, theY stage and perform scenes from plays, musicals or cabaret programmes.
- Clarify and clearly formulate goals for projects
- Plan in advance in a structured manner and react to changes
- Make decisions: “lonely” or in a team?
- My role model effect as a manager: acting self-confidently and confidently
- Respectful leadership, especially in stressful situations
- Within the framework of clear guidelines with room for creativity: Unfolding versus improvisation
IMPROVE YOUR VERBAL APPEARANCE
- Dealing with excitement and stress before and during the presentation
- Managing difficult presentation situations skillfully
- Finding the right structure and the right dramaturgy for the topic and the audience
- Finding the inner guide
- Use of different visualization techniques
- Picking up the audience
- Establishing proximity and contact
- Importance and use of non-verbal communication
- Persuasiveness – getting messages to the point
- Your appearance and your external impact – feedback about your attitude, stand and clothing
- In this presentation training, an actress and a management trainer work together on two levels:
- formal/technical: structure and design of a presentation, use of media and body language
- Physically: in the form of basic breathing and speaking techniques.
TEAM DEVELOPMENT IN RHYTHM
In a two-day learning workshop together with the beatfactory, the participants find their own rhythm on a djembe. The “one rhythm” gradually turns into a team rhythm, which is extended until all participants have found a common rhythm together. During the training, we work on the musical instruments on the one hand and on the other hand it is of course about finding oneself as a team, agreeing on common rules, values and principles in order to optimise cooperation.
- What skills are needed in the team and how should they be distributed?
- A team lives from the sum of the individual parts as soon as they “sound” together!
- stages of team development or “forms of cooperation
- Ringing together – What is a beat….
- Storming, creativity, recognizing strengths and limits in music
- “Playing together” in teamwork
- Common rules of the game: How do we deal with each other, what tools do we use, how do we decide