You and your team are feisty, articulate and live true to the motto: “Impossible, doesn’t exist!”? Congratulations, you have just qualified as an innovation manager! Are you shaking your head? Then you should urgently adapt a few adjusting screws to promote this competence!

Innovation management

This is not primarily about developing new ideas, but rather about reinventing ourselves. To develop something always means to let go of something old. In the first step, this means blockades of thinking, followed by the willingness to engage in something new.

This is the supreme discipline: to motivate employees, managers, and customers to think and act innovatively.

Storytelling is the key to innovation!

Just talk around the bush! The relevance and central message of innovation, packed into memorable stories and entertaining, appeals to the heart and mind of the listener, attracts attention and promotes “thinking out of the box”. This kind of visualization makes your innovative ability unique, lets you experience to support and stand out from the crowd.
Seminars and workshops on storytelling and innovation can be found here on our homepage.

The constantly increasing scope of standardization, as well as high legal requirements, rules, conditions and duties, mean that specialists and executives in the company have less and less room for maneuver in technical questions. In this difficult and constricting initial situation, employee motivation and commitment become even more relevant to success. If they are left on the sidelines, it is difficult to think of safeguarding the company in times of decreasing employee retention periods.

The most important internal adjustment screw for intrinsic (inner) employee motivation and the daily commitment is the lived management culture in the company. It is the central control instrument for the behavior of the employees. The management culture is therefore of enormous importance especially in times of crisis:

Leadership culture – the sum of the (pre-)lived leadership competencies – arises from specialist knowledge, social skills, and experience.

In the past, many medium-sized industrial companies attached more importance to professional training than to executive development. There is no cluelessness when it comes to creating or promoting team spirit, for example. Managers also have question marks in their faces when it comes to annual employee appraisals or when a conflict is about to arise. The leadership competency that is absolutely necessary today is, therefore, a current field of work and includes topics such as self, goal and time management, leadership styles and leadership instruments as well as change management.

Conventional leadership development generally follows a technocratic approach: leadership instruments are trained that a manager “should” master. The basic leadership training focuses on universally valid insights, which leads to a processing of the topic of leadership in the company. Often contents pass by with this proceeding at the actual needs of the participants, whereby the learning effect is equal to zero and the high-level personnel regard it as a waste of time. The readiness for further development measures decreases. BUT: The success of each enterprise stands and falls with the guidance. Customers, suppliers, and banks judge the efficiency and the reliability of an enterprise increasingly after training and knowledge conditions of the human capital. This is why it is important to attach particular importance to executive development.