Training Content

Topics

• Manager² between the poles of strategy, structure and culture
• Basics of learning and sustainable development of skills
• Managers’ responsibilities
• Transfer to manager²
• Behaviour of manager² if responsibilities are not assumed at manager level
• Tasks under responsibility, guiding the manager towards success
• Development of the process for supporting and training managers on the basis of the tools acquired in the “Successful together I” training
• Transfer of techniques acquired in the “Successful together I” training for direct management to the combination of direct and indirect perspective in managers’ management which is relevant for managers2
• Delegation
• Monitoring performance
• The development meeting
• The critical talk (admonition talk)
• Dealing with conflicts
• The role of manager² in the implementation of change processes
• Initiate changes
• Communicate changes to the manager
• Implementation monitoring
• Support of the implementation process
• Managing one’s own further development to fulfil one’s responsibilities

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.