Leading groups and teams

As a successful leader, your main task is to provide the environment that allows your employees to cooperate effectively.
You set the direction and establish measurable goals, frequently reviewing them in an effective cooperative process.
In doing so, you pay attention not only to whether aims have been achieved in terms of results, but also in terms of the cooperative process. This enables you to get to know your staff better and recognize your team members’ potentials. In allocating tasks, you play to your employees’ strengths and develop them further. Delegation is one of your leadership tools.
In this training course you learn to steer cooperation processes by means of review-loops, also to use integration and delegation as tools deliberately, to set measurable goals with the help of the Coverdale Target and allocate tasks to employees according to their strengths.


Training topics:

  • Setting and pursuing measurable targets
  • Creating awareness of your role and performance as a leader through analysis and reflection
  • Integrating new team members to benefit the team
  • Planning delegation processes and reviewing results
  • Allocating tasks to team members according to their strengths
  • Coaching leaders to deal confidently with specific leadership situations

Performing appraisal interviews successfully

Regular and goal-oriented communication with your own team members often improves performance and raises the long-term standing of your department. This training course shows you how to communicate with your team members in a situation- and solution-oriented way.

Training topics:

  • Recognizing and reflecting on your own communication style and its effects on appraisals
  • Using different styles of appraisals in the appropriate situation
  • Communicating criticism
  • Appraisal on the basis of a 360 degree feedback
  • Crisis discussions
  • Dismissal interview
  • Discussing conflict
  • “Leading the Leader”
  • Systematic preparation, performing, and documentation of discussions
  • Dealing in a solution-oriented way with your own emotions and with the emotions of your discussion partners

Change Management – effective leadership in transformation processes

Many companies are currently experiencing fundamental changes. Future targets can no longer be clearly defined, which makes it impossible to use traditional change management.
In general, the only thing that is clear is that changes are necessary and roughly where they should lead.
The approach must be a step by step process without a final result in sight. Organizations hit a glass ceiling and need to be repositioned via a transformation process.
Reflection, piloting, new methods, creativity and an open mind are crucial elements of this new type of change management. Leaders have to do their job within a new framework, in which their main task is to provide orientation and contribute to the transformation process.

Training topics:

  • From traditional change management to successful transformation of organizations
  • Reaction patterns producing changes in people and their influence on performance and cooperation within the team, and how to deal with these patterns constructively
  • Power and powerlessness within the process
  • Which options do I have of taking responsibility?
  • Defining one’s own role in change processes and self-management
  • Communication as a resource in change processes
  • Strengthening and developing your own and your team’s change competence to be better prepared for future changes

Conflict management – Leaders as mediators and/or conflict facilitators

This training shows you how to establish an open, solution-oriented conflict culture where employees are able to identify problems and potential conflicts at an early stage and work on them appropriately. You learn to identify conflicts correctly and make the right decision either to act as a facilitator yourself or call for external help in order not to jeopardize the situation in your team.

Training topics:

  • Analyzing conflicts and developing the right interventions to solve the conflicts
  • Identifying potential cores of conflicts (e.g. unclarified overlapping responsibilities) and actively entering into  agreements for overlapping responsibilities
  • Recognizing conflict symptoms and -causes and learning how to resolve them
  • Exploring possibilities to create a win-win situation for all conflict parties

Leading project managers

As a leader, you regularly deal with projects or find yourself in the role of the leader of project managers. This training familiarizes you with benchmarks and mechanisms in professional project management. You learn how to sponsor projects and lead project managers properly to ensure success. This also helps you to keep your project at the top of the list of priorities in a multi-project environment.

Training topics:

•    Positioning projects in a multi-project environment
•    Priority setting of your projects
•    Lobbying and stakeholder management as project sponsor
•    Project marketing as sponsor
•    Figures and tools for the monitoring of projects as a sponsor
•    Identifying and preventing conflicts in time
•    Supporting the project leader as “trouble shooter” – intervene at the point of conflict.
•    Respectably burying projects
•    Guiding project leaders

Leading international teams

In this training you learn to understand your international teams or to understand your new teams in a host country better.We regard the cultural dimensions according to Hofstede as a suitable starting point to prevent potential conflict areas from even becoming a problem. We explore different cultural concepts, such as time management. We then develop helpful approaches to a better understanding of and reflection on our own culturally-determined behavior. This makes you a better judge of your own and of your international team members’ behavior.

Training topics:

  • Examples of structural characteristics, in which cultures differ (concept of time, authority and leadership, communication and negotiation techniques, attitudes…)
  • The cultural dimensions according to Hofstede
  • Cultural differences in management styles (five cultural environments and how they deal with teamwork, leadership, communication, delegation, appraisal, decision making, etc.)
  • Intercultural communication and team development
  • Stereotypes and how to deal with them

 

 

Heading Matrix teams

As a leader “in the matrix” you may be the team leader because of your expert knowledge or your position in the hierarchy. Whatever your role, you should be aware that your team members are “servants of (at least) two masters” and this is where problems arise.
If the leaders in these two functions do not cooperate well the team will feel the strain.
In this course you analyze your situation and positioning in the matrix organization. You learn to define your performance standards. We show you the factors determining success in a matrix organization and how communication and feedback can contribute to success in the matrix.

Training topics:

  • Putting yourself in your bosses’ shoes – seeing your role from their perspective.
  • Determining how you want to cooperate with each of your superiors
  • Clarifying expectations with your bosses
  • Planning communication with all reporting lines
  • Initiating trust-building measures


Remote Leadership for Professionals

Leading virtual teams is a challenge for each executive. Apart from the classical leadership skills remote executives have to have special strengths to overcome the limitations in communication and to use the current information technology.

Target agreements, target monitoring and controlling are important, as well as the development of a good and open communication culture across all cultural borders.

The following topics will be covered...

  • Clarification, transfer and monitoring of targets by using modern information technology
  • Setup and composition of virtual teams
  • Developing of trust in virtual teams
  • Conducting appraisals
  • Conducting virtual meetings, preparing and evaluating them correctly
  • Recognizing conflict indicators and controlling the team atmosphere

The training has three modules. They can either be booked separately, which means 3 days for each module, or in a concentrated form of 3 days in total.

  • Module 1: Target agreement and monitoring, delegation of tasks, giving feedback and making corrections
  • Module 2: Facilitating and running virtual meetings successfully
  • Module 3: Successful conversation techniques within the virtual environment

The training is face-to-face, practice sessions will be held in the “virtual classroom" in various small groups.

This training requires a certain amount of preparation:

  • A sufficiently strong W-LAN connection at the chosen venue is a prerequis
  • Each participant has a laptop at their disposal with a fully functional application for a virtual classroom already set
  •  Each participant is equipped with a headset with micro
  • The trainer takes over the hosting as soon as the Coverdale Clasroom is used. (AT&T Connect) In case a company-owned software is used, a person in charge of IT is provided by the company.