Leadership Consultancy

For us, leadership consultancy means the provision of consultancy and support for decision makers on strategic issues. Decisions made on this level have wide-reaching effects on the entire organisation; this is where key points are established and courses are set. 

Consultancy for Leader Development

Leaders are strong personalities who want to develop. Leaders are also critical interfaces between employee satisfaction and company success. In order to do justice to the continually changing demands of the role of leadership, companies must offer development opportunities, where leaders can develop the necessary skills for the challenges of tomorrow.

We work with you to analyse the necessary and recommended steps to establish sophisticated and sustainable leader development. Together, we plan individual measures or full programs for your target groups. And we help you to transfer these strategic ideas into reality. For us, development does not stop with the finished concept, but must be experienced and promoted in everyday interactions. We accompany and support you along this (often stony) path.

Development of guiding principles for leadership

Guiding principles for leadership is the description of the optimum leadership conduct required in order to reach company objectives in accordance with the company vision. The guiding principles define the attitudes and value systems according to which leaders should act and how this behaviour should appear in practice.
The development of guiding principles begins with an analysis of the existing leadership culture. Against this backdrop, we work with you to describe an „ideal culture“, based on the company‘s vision and objectives. We consider both the fundamental and current demands of the company from its leaders as well as the real-life company values. Measures to further develop leadership in the organisation are defined and implemented based on the gap between the ideal and the actual situation.

The development of guiding principles for leadership should involve upper management as well as a cross-section of leaders from all levels of the organisation. It is important to obtain as precise as possible an image of existing leadership and company culture. No company is the same as another, and none is static - the changes and the internal differences are too great. We therefore aim to take a close look and find an individual path for each company. It is evident that the development of guiding principles for leadership has an impact on the company from the beginning.

Development of Vision and Mission

A vision is the dynamic future image of an organisation, a group or a person. A corporate vision describes the future image as if it has already been realised. As a result, it offers a promising and attractive image towards which the organisation is striving and it conveys confidence that this described future is attainable. The vision is the central reference point for the origin of a strategy, guiding principles, a corporate culture and concrete objectives.
The vision acts like a guiding star in the night sky: it guides, motivates and leaves space for creativity and individuality. A mutually-constructed vision gives rise to shared images and generates creative tension, which creates space for development and innovation. At the same time, it is ideal for synchronising work performance and enabling synergies.

We facilitate and support the process of vision development with all participants and in every phase, including in the development of the resultant mission. With our external perspective, we can draw your attention to where the energy comes from in your company and where it is going. We pay particular attention to communication and work on practical suggestions as to how it can be brought to life.

Company Values

Company values set out the values according to which leadership performance and collaboration within the company should operate. They establish a purpose and value community, with which employees and leaders can identify and which enables a company-wide sense of unity. In this manner, you must clarify how much „conformity“ may be required and how much freedom for individuality must remain, in order to facilitate performance and to make the company an attractive employer.
To be sustainable, the values must correspond to the vision, yet must also suit the time. First of all, you must clarify how the values should be developed or revised, who should compile them and in what way. Once the set of values is established, guidelines for leaders‘ behaviour can be produced. This last step - the question of how real-life behaviour can be derived from specified values - is often underestimated. We not only provide support in the process of discovery and formulation; we work with you to clarify how your values should be communicated. We also believe that the (occasionally critical) discussion of company values among as many stakeholders as possible is indispensable. We ensure that the subject of values is raised and remains a topic of discussion, as only then can they come alive.

Anchoring Health Issues in a leadership Context

Health is a valuable asset. Companies have a vital interest in maintaining the health of their employees, rather than damaging or ruining it through work. In establishing what companies can do, you quickly come across the key role of leaders. All surveys prove that illness-inducing emotional stress can be caused by the demotivating, „offending“ behaviour of the boss. Leaders also have an impact through their example: bosses, who trample all over their own health, are rarely able to demand that employees behave otherwise, more healthily. Insofar is the quality of leadership and self-management in the company crucial to the promotion of health.
The ideal solution to a healthier company is via an authentic culture of feedback and trust experienced by everyone. To that end, leaders must perform their role professionally on three levels: employee leadership, self-management and system design and control. They must also develop a consistent personal style of communication. The ability to combine self-determined work with a good measure of flexibility and adaptability is indispensable. We provide support as experts and process consultants to help you identify the health-related problem areas in your company‘s leadership culture. After this analysis, we help you and your leaders to determine the appropriate measures to bring you closer to a „healthy“ leadership culture.

Integrating Millennials

Each new generation is a challenge for the previous generations. The new generation almost always regards preceding generations as antiquated and stuffy. In return, the older generations tend to react by shaking their heads and rejecting the newcomers‘ habits.
At present, we not only have to deal with how work should be organised, so that an ageing workforce can perform. We also have to work out how to integrate the potential of the so-called „millennials“ (people born between 1980 and 2000) in the organisation. Companies must ensure that collaboration works across generations, without the values and behaviour of the youngest generation simply being ignored. Misunderstandings must be made transparent and resolved together.

In addition, new work formats and management approaches are required to suit millennials. These employees will become managers - it is a good idea to start thinking about how this should occur and what has to change within the organisation today. As external consultants, we can help you to answer the question: To what extent is the company prepared to examine and recognise the viewpoints and needs of the young generation of employees? What can be done to create work and leadership structures which deliberately involve the millennials?