Using the slogan “developing values – leadership in times of change”, we focus on practical content which is both understandable and plausible and can easily be applied in everyday professional operations. To convey this content, we use our own thematic action cards as well as realistic exercises.
Leading through Questions
Reflection and confrontation
When we elaborate topics with the participants, we do so interactively. The trainer elicits the group’s ideas and guides them to the essential content and insights of the module. If he doesn’t get any answers, he describes the content. He also helps the participants to change perspectives by means of positive confrontation.
Turning into a direction and offering new perspectives
If, for some topics, elaboration is too time-consuming, or if the topics are new for the participants, the trainer will present the content and approach and work out the consequences/advantages/risks with the participants by asking questions.
One minute cases
See what was understood – or not
In so-called “One-Minute Cases”, the participant takes their role in the company while the trainer plays the role of the contact person inside or outside the company. A certain approach is practiced on the basis of practice-related situations. These exercises usually take 3–5 minutes per participant. The other participants observe and write down their feedback, which is then discussed after every round.
Effectively elaborating results for daily practice
Group work serves to elaborate results to be put into practice and to gain insights and/or review their implementation, e. g., how the participants implement the content learnt when communicating in a group.
Trainers at Wertfreunde
- … say YES to everybody just like they are.
- … are prepared and think before they talk.
- … are equally tolerant and consistent.
- … focus on the participants.
- … create a positive atmosphere in which learning is fun. R ... are positive/constructive, regardless of the participant’s behaviour.
- … master group-dynamic processes and involve everybody.
- … keep up their ability to maintain dialogue in any situation.
- … represent an opinion and leave room for other opinions.
- … confront participants with themselves to help them grow.
- … make winners.
- … observe agreements.
By coaching, we mean a development session with a defined objective over a set period of time, either with an individual or in a small group (three people max.).
In these sessions, we will support you in developing alternative behaviour on the basis of your individual professional environment. The intensity and kind of support we lend depends on the skills of the person receiving the coaching. If we find during the coaching that the persons receiving the coaching do not have the skills required to find their own solutions, we assume the role of the trainer and outline possible behavioural approaches and recommendations. In most cases, coaching is conducted in close cooperation with the managers.
Coaches at Wertfreunde
- … are excellent listeners and even better questioners.
- … always stay observers and don’t get personally involved.
- … do not coach beyond their own knowledge and experience.
- … do not make recommendations if the other person can do this themselves.
- … give others a platform instead of looking for a platform for themselves.
- … generally look at situations from all sides.
- … don’t get entangled in other people’s problems.
- … are curious because they care.
- … make a difference between the person and the matter at hand while considering their inseparability.
- … do not judge others for what they think, do or say.
- … do not take over any assignments without concrete objectives.
- … do not engage in semi-professional psycho-analysis.
How adept is the company at using its overall potential in its markets? How well is it tapping its potential in the areas of strategy, structure and culture? In order of priority, which areas need to be developed so that the company can maximise its inherent potential?
Your company’s market will define your strategy. Your strategy is aimed at helping you achieve a certain position in your markets (e.g. “We want to be market leader in 20xx, with a market share of at least xx percent). Usually, a strategy is composed of a long-term MISSION and of clear goals which have been derived from this mission (market positioning objectives).
Therefore, the mission indicates the position your company would like to achieve in your markets. The mission is the basis for precise objectives. These, in turn, are the precondition for planning precise activities aimed at completing the MISSION. If we are able to create a link between the mission, the objectives we have derived from it and the individual goals of each employee, we have created the basis for UNDERSTANDING.
In order to breathe life into your company’s market strategy, your company will require a STRUCTURE. The structure’s sole purpose is to serve the strategy.
By structure, we do not mean the organizational chart, but rather defining the responsibilities of each individual employee and the skills required for fulfilling these responsibilities, the combination of which will ENABLE you to achieve your strategic objectives.
Once this has been done, it will be possible to develop the skills of your employees, so as to ENABLE them to fulfil their responsibilities as part of your corporate strategy in a targeted manner.
As your employees are likely to seek a sense of security in the corporate structure, there is a risk that they might feel insecure once this STRUCTURE changes as a result of a realigned STRATEGY, for example as a result of impending market changes.
If your employees’ sense of security is based on the structure of your company, your staff are likely to try and keep their sense of security, meaning that they will invest considerable energy in trying to prevent change from happening. In order to separate security from structure, it makes sense to help your employees derive their feeling of security from your corporate culture, which can remain unchanged even if the market is changing. To ensure that your culture will really provide a sense of security, it should be formulated in very concrete terms. Concrete means that compliance with the culture you have defined can be measured.
Consultants at Wertfreunde
- … get to the point.
- … recognize “gaps” in other people’s statements.
- … understand the situation of the other person, both emotionally and rationally.
- … ask questions until everything has been said.
- … have the required economic knowledge.
- … put the essentials at the heart of the matter.
- … make clear recommendations after an analysis.
- … say NO if a YES would be detrimental to the other person.
- … precipitate conflicts in a constructive manner and resolve them.
- … communicate with respect, without losing clarity.
- … turn ideas into concrete action and make sure they are recorded.
- … put feasibility first and do not leave things incomplete.
Analog training materials
Benefit from individual training materials
Wertfreunde Action cards
Summarize the main training contents, highlight the connection among the topics, and provide space for your own findings on the back
with pictographs of the training contents for recollection, with space for your notes
for situative recollection
to be introduced in or to support exercises
to remember this approach in case of situative stress
Wertfreunde pad (A4)
for your notes, ideas, and personal findings during the training session
Wertfreunde folder (A5)
to keep action cards and the Wertfreunde pad (A5) to summarize the main training contents
accompanying coaching manual for managers and participants
Wertfreunde kompakt Pro
Linked summary of the main training contents for each training module on one page max.
To try out our interactive training materials, we offer you a free test version of Wertfreunde kompakt Pro Leadership.
Adobe Acrobat Reader (free) is required to use the interactive elements.