While change requires in particular knowledge of effective change project management as well as the phase models of change, executives need to have skills in dealing with insecurity, inconsistency, and complexity in transitional periods.

• Why this topic is topical and vital for leaders
• Definitions
• Disambiguation

• Demarcation change and transition
• What happens in transition processes?
• Phase model by Ralf Juhre

• Phase model and challenges of leading in changes
• Competence requirements for managers
• The manager as a process attendant
• Do’s and Dont’s / reasons for failure

• Fundamental challenges
• Necessary competencies of the leader
• Competencies of the guided person
• Factors of success/failure factors
• Cognitive behavioral theory
• Recognize and change mental models
• Right questions – yourself and the staff

• Addressing/dealing with uncertainty/anxiety
• Competent handling of contradictions
• Living with complexity
• Recognize, understand, classify loss of control

Team research has found that powerful teams always have the following five characteristics:

1. Focus on the purpose
2. Focus on common goals
3. Trust and respectful relationships
4. Clear role and task distribution
5. Functioning processes/processes of cooperation.

• The difference between group and team
• Identification of a team
  • Basic human needs
  • Phases of team building
  • The power of an effective team
  • Where do we stand?
  • Which characteristics are underdeveloped

• Our self-image and our mandate
• What are our goals?
• How do you succeed in pulling together?

• Respect and trust in the team
• Growth potential

• Strengthened division of tasks
• Growth potential

• Plan and organize communication processes in the team
• Learn and train targeted behavior in team conflicts
• Develop decision-making ability and quality

The team is not always as flexible and capable of learning and innovation as it would be necessary to move the department/company forward. Often executives are looking for ways to challenge the team to put an end to the rut/fixings of the past. What can one do and how do you succeed?

• Positioning with the team
• Identification of learning needs
• Create concern and the will to learn and change
• Create learning and learning skills
• Value appropriation and value appropriation process
• Unlearning and organizing
• Intervention techniques to accompany the change
• Foundations of group dynamics/systems
• Lead open reflection processes in the team

Clear objectives and acceptance are prerequisites for working in a team. In this seminar, the participants reflect on their joint responsibility in the company. They reflect on the individual’s task and learn to deal even better with their own strengths and limitations as well as with differences. In exercises, cooperation and communication, as well as conflict behavior, are practiced. The result: Team spirit is born!

• The difference between group and team
• Identification of a team
  • Basic human needs
  • Phases of team building
  • The power of an effective team
  • Where do we stand?
  • Which characteristics are underdeveloped?

• Get to know, recognize and understand team types
• Know and appreciate individualities
• Manage yourself and others in the team
• Finding the right job in a team
• Train your own team behavior

• Human team needs
• Learning to work together successfully
• Find aspects of one’s own and other behavior that interfere with the team
• Disturbing factors of effective teamwork
• The efficient handling of conflicts in the team

• Plan and organize communication processes in the team
• Learn and train targeted behavior in team conflicts

• Reasons and causes for conflicts in the team
• Learning and training for appropriate team conflict behavior

This training shows you the ways and means to deal constructively with conflicts in everyday business.

Based on case studies, you develop appropriate conflict resolution strategies. With the targeted use of communication techniques, you remain constructive in the future, even in tense situations, create the basis for appreciative relationships and find solutions that meet all stakeholders.

Successful communication is above all a question of the relationship between one another. But often a good relationship is prevented due to the way in which the often hectic work routine is communicated.

Successful engineers and technicians have one thing in common: They know the effect of their own language and body language and understand how to use it in their dealings with colleagues, supervisors, and customers in order to achieve the success of the conversation.