Training Content

Topics

• Repetition and deepening of connections between corporate STRATEGY, STRUCTURE and CULTURE
• Responding to questions resulting from the implementation of the manager training “Successful together I” as determined in the context of preparation of the training
• Deepening the core topics of the “Successful together I” training by means of exercises based on practical examples, which the participants already know from the “Successful together I” training In contrast to that training, the participants will not know in advance which techniques to apply in what situation. (Part 1)
• Delegation
• CONDUCTING development meetings
• Communicating decisions
• Filter / Open questions
• Imagination ≠ reality
• Keeping up our ability to maintain dialogue
• Active listening
• Planning and successfully initiating changes. We take the concept of John Kotter as a basis.
• Introduction to the topic: Dealing with conflicts
• Our possibilities to prevent conflicts
• Managers’ roles in conflicts
• Knowing conflict styles and their characteristics and learning how to deal with them
• The influence of our core competences on the occurrence of conflicts
• Analyse conflicts within the company on the basis of the corporate model
• The influence of all parties which might be involved in the conflict
• Possible causes for conflicts within the company
• Strategies for solving conflicts within the company
• The use of established techniques for solving conflicts
• Accommodating/moderating conflicts in the context of the understanding of one’s roles

Without a doubt, change is often met with initial, intrinsic resistance. However, this type of resistance is unlikely to occur if training content is really taken on board, as this will motivate people to really embrace change and implement it.

That is why in our trainings, we work with the participants to establish skills and insights by way of action cards, realistic exercises and continuous exchange. The success of our tailor-made trainings is determined by the interactive exchange between the trainer and the participants. The participants are asked to think about possible solutions for issues by using their own thoughts and experiences.

For this purpose, we use our efficient training method, “leading through questions”, and provide initial hints and information, if a participant does not know how to proceed. It is possible for conflict to occur in the course of this process, especially with regard to one’s own expectation of oneself and in the course of reflecting upon one’s own actions in the past. We deal with this conflict by way of positive confrontation and integrate our insights into our wealth of experience, so that a learning effect develops. This approach means that our trainings are not defined by the conservative approach of merely listening.

In order to continue integrating the training content into your professional lives, we recommend the sequential build-up for behaviour-based trainings (see figure). This means that the various units are interrupted by practical phases of three to four weeks’ duration. That way, participants can gradually integrate what they have learned into their day-to-day professional lives, without having to interrupt their operational work by more than a day at a time. In addition, experience has shown that incremental learning is more effective.

Should questions or problems arise during the practical phases and for up to two years after completion of training, our trainers will gladly be available for coaching via telephone.