With clear time and stress management to success!

The demands in the profession are getting higher and higher. Too many emails, one appointment chases the other and the phone keeps ringing. Are you also under pressure and have the feeling that your time is running out? Are you wondering how you can recognize the essentials, coordinate and prioritize your varied tasks, keep track of things and achieve your goals?

Efficiency through clear formulation

Executives are particularly at risk of “suffocating their work”, whether they have no clear goals and priorities or are torn between the demands of work and family life. Here, a clear value base and a life vision geared to it help to develop valuable goals and ultimately be more effective.

Your way to the goal!

You can work out the process of your reorientation on the basis of the answers to the following questions:

1. What are my personal and professional values?
2. What vision for my life is derived from these values?
3. What goals result from this?

Your personal betting box against “postponeritis”:

In the beginning, your trainees have to answer many questions for themselves:

• I start
• I’m changing my attitude
• I work in small time units
• I applaud myself
• I apply the salami tactics (“slices” of preparation)
• I take advice
• I set a work start date
• I work under the motto “lust before frustration”
• I strengthen my self-confidence
• I make a list of my tasks
• I set priorities
• I delegate
• I eliminate disruptive factors
• I say no
• I redefine goals
• I change decisions
• I control my goals

Our offer to you

Our Workshop “Time and Self Management” 

• shows you the causes and consequences of stress and how you can learn how to deal with it properly
• lets you recognize your personal stress patterns
• helps you to set clear and correct priorities and to use working time techniques in a meaningful way
• shows you the individual steps to personal time sovereignty and effectiveness
• helps you with personal self-management in everyday life
• offers you ways to maintain new skills

A sense of achievement, more energy, new freedom

The learned strategies for a holistic way of life as well as helpful principles and laws enable you to establish an efficient and effective way of working.

Problems with trainees at the beginning are not uncommon!

• Late sleepers who stroll into the company too late.
• Jokers who pat the boss on the shoulder like buddies.
• Trainees who see themselves more as individuals and less as part of a team.
• Uncertainty – how do I assert myself?
• Conflict avoidance, may I openly address a problem?

New people, new environment, new daily routine, new rules – the transition from school to working life is always a big challenge.

Optimal pole position for the career start!

At the beginning, your trainees have to answer many questions for themselves:

• Why am I here?
• What is my role as an apprentice?
• Which values are important in the company?
• Which skills and strengths do I have and how can I recognize and use them?

With our workshop series especially for trainees, you give your trainees the necessary support to find their way in their new environment and at the same time take them on responsibility from the very beginning!

We offer the following proven topics as individual workshops or as a series of modules:

• learning techniques
• team training
• manners
• fit for your own money
• conflict management
• presentation techniques

Loyalty desired?

In times of a shortage of skilled workers, your investment in the personal development and social competence of your trainees will pay off:

You strengthen their identification and long-term commitment to your company. This not only reduces the dropout rate but also ensures that your trainees are motivated to work and show a high level of commitment.

Would you like an offer with a detailed workshop description – please contact us!

Did you know that 84 percent of all lectures are considered boring and 97 percent need improvement? No wonder, then, that many listeners switch off and long for the end!

If a meeting or presentation is scheduled in the department, the first thought for many is “wasting time…”. Often the moderator is not sufficiently prepared and does not get to the point or the argumentation is not convincing.

If you are in the role of the moderator yourself, you will notice how difficult it is to convince critical listeners.

To infect, inspire and convince others – this ability is essential for personal success.

How to attract critical audiences

“Step on your feet, speak up, finish soon!” (Martin Luther)

Prepare well for these points:

1. What is my topic? (What do I want to say?)
2. What is my goal? (convince, inform, motivate, appeal,…)
3. Who is my audience? (Level of knowledge, interests, age…)
4. Compilation of the material and preparation of the presentation material
5. Conclusion (conclusion and end)

Use the drama formula of Aristotle

Prepare well for these points:

• I. Attract attention, e.g. by making a provocative statement at the beginning, by asking questions to the audience or by making a topical reference. Also anecdotes, jokes or even purposefully built-in speech breaks keep the listeners at the bar.
• II. Call topic, so that your listeners can adjust to it. Don’t take the subject too broadly and don’t digress.
• III. Address feelings and arouse the imagination. Illustrate with pictures and metaphors. Use personal examples and comparisons. Exaggerations and rhetorical questions are also helpful stylistic devices.
• IV. Addressing the mind through numbers, data, and facts.

Whoever convinces the world rules it.
– Thomas Carlyle

Our offer to you

In the workshop “Arguing confidently and convincingly” you will learn to really arouse the interest of your audience and win them over to your cause. Through role plays and their evaluation, you will become aware of the effect of your individual language and body language. Increase your presentation success effectively through a better, self-confident appearance.

Learning is like rowing against the stream. If you stop, you drift back.

Sunday afternoon. Peter Hoffmann, manager of an international company, packs his suitcase. His flight to Tokyo, an international business meeting, leaves in just four hours. 100 unread e-mails are waiting, his superior is hanging in the line and his presentation is not yet finished. Family and leisure have been neglected for years anyway. Many managers – not only those at the top – have this everyday life.

How is there still time for further education? That’s impossible, isn’t it?
Wrong thought! The solution – online training’s!

E-Learning is more than just a trend. It is the future!

Whether on the couch at home, in the office or on the airplane. Online training’s offer a new, flexible form of further education, according to your wishes!

5 reasons why online training’s improve the further education of your employees!

1. Both “mass training’s” (unlimited number of participants) and individual training’s are possible.
2. Flexibility and adaptability according to the availability of the course participants (time and place).
3. Individualization according to the competences and defined learning goals.
4. Savings in indirect costs associated with classroom training (travel, accommodation, etc.) and reduced logistics (room rental, cancellation costs, etc.).
5. Both the work results and training documents that can be updated in the long term are made available.

Our offer to you

Our presence seminars can all also be booked online. Depending on the topic and group you can:

Combine online modules and classroom seminars, relocate your own and group work to virtual rooms and thus reduce attendance time, or
to have the complete seminar take place online as a webinar, with all methods that lead to success (individual work, group work, lecture, presentations, discussions, etc.)

If you want to be happy, you need courage!

• Courage to change
• Courage to build new bridges
• Courage to leave old paths
• Courage to break new ground

EVERYTHING is in flux, nothing stands still…
…and often you feel carried away by the vortex of change. If change processes in companies are accompanied by wrongly or not at all, not only employees but also managers can feel as if they are up to their neck in the water.

But that doesn’t have to be the case! Change processes are lived dynamic processes. The challenge is to structure them and approach them systematically.

Because one thing is clear: 
Systematic change management achieves more change goals!

4 tips for the success of your change process

1. Change needs wanting
   Willingness to change is the key to success;
   no change without the will of the managers and employees.
   Make yourself and your employees aware of the opportunities arising from change and clarify the consequences of standstill:
   No change = no further development = no competitiveness
2. Dealing with resistance
   Every process of change generates resistance, especially when the object of change has identity-creating significance for those affected.
   Take the fears and concerns of your employees seriously and ask questions. If fears are not addressed and expressed, they block further development.
3. Attention to the phases in change management
   Change processes go through different phases. Change is not possible without prior destabilization of a system. Skipping or shortening individual phases leads to internal and external resistance and thus ultimately prolongs the process.
4. Competence of the Change Guide
   Change processes often trigger strong emotional reactions among those affected. The change manager should therefore know and be able to handle psychological processes as well as have good project management skills.

Because: Everyone gets the employees they deserve!

There are good reasons to talk to employees, such as praise and recognition. However, there are also less pleasant occasions, such as misconduct on the part of the employee or operational changes that affect the employee’s working relationship.

No matter whether it is a problem solution, bad news or criticism. Even for “old hands” it is an unavoidable challenge to conduct staff appraisals correctly. The characteristic feature of a good manager is the ability to communicate respectfully and effectively at the same time, especially in difficult conversations. But how do you find the perfect balance?

Why employee appraisals fail

Avoiding mistakes is not always successful. However, it is crucial to become aware of the situation and the possible mistakes and to question oneself again and again.

Because when a manager:

• not listening attentively
• under time pressure the conversation is conducted
• is biased
• searches for fast patent solutions
• unstructured into the conversation goes
• done other things on the side

the employee interview is doomed to failure. Treat your employee as you would like to be treated.

This is how it works: Tips for effective communication

• Be clear in advance about what you want to communicate
• Develop a clear concept of your thoughts and feelings
• “Words themselves have no meaning, but people attribute them one” – be clear whether the words and actions used to mean the same to the recipient as they do to you
• Pay your full attention to your counterpart
• Listen actively – i.e. encourage through feedback, do not interrupt the interviewer, avoid “filter effects”, pay attention to the thoughts and feelings behind the words
• Try to reproduce the words and behaviors of the sender to make sure that you have understood them correctly

“If you don’t know where you’re going,
doesn’t have to wonder,
when he arrives somewhere else.”
– after Robert F. Mager –

For a long time, one of the most discussed personnel development topics was the work-life balance, the establishment of a balance between work and private life. What exactly this strict separation of the two sides looks like is at the discretion of the individual and depends on age, marital status and basic views on life. But this model has failed. More and more workers check their e-mails in their spare time, use their business mobile phone on holiday and take work home with them, as they still had a (private) appointment at noon. The successor model is Work-Life-Blending.

The decisive factor for digital change is a cultural change, i.e. the anchoring of digital leadership in corporate culture. For the Executive Board and the company management, this means giving top-down impulses but also the freedom to deal with the new instruments and IT structures. The bottom-up experience then triggers a cultural change. A prerequisite is always a common understanding of the new management structures and processes, which must be clearly formulated beforehand, as well as talent management adapted to the digital change.

More and more employers and employees attach importance to mobility and flexibility. The increasing merging of work and leisure time is made possible by new working time models and digital technologies, which make it possible to work from anywhere at any time. More and more employees see their work no longer as a mere source of money but as an integral part of their lives. Anyone who has fun and enjoyment at work also experiences self-realization here. Employees are therefore increasingly willing to work in their free time if they in return get the go from their employer to do private things during their working hours.

• No more closing time, due to missing, fixed working hours
• Danger of exploiting oneself
• Self-determination and self-organization can be a burden
• No possibility of mental detachment from work
• Risk of neglecting private relationships and looking only for “friends” in the workplace.
• The job becomes the most important life content – a notice represents the end

• Higher motivation due to self-determination
• No time off from working hours, but use them effectively in productivity phases
• Flexible and free work
• No holiday taking for private appointments etc.
• Good balance between family and career
• Quality instead of quantity

New digital technologies, infrastructures, and applications do not stop at the principles of leadership. No, leadership is the prerequisite for a successful digital transformation of a company.

The decisive factor for digital change is a cultural change, i.e. the anchoring of digital leadership in corporate culture. For the Executive Board and the company management, this means giving top-down impulses but also the freedom to deal with the new instruments and IT structures. The bottom-up experience then triggers a cultural change. A prerequisite is always a common understanding of the new management structures and processes, which must be clearly formulated beforehand, as well as talent management adapted to the digital change.

In principle, digital leadership is a further development of the participative leadership style. However, employees are not only involved in decision-making processes, but they are also co-decision-makers. Due to the increasing lack of hierarchies, decision-making authority is process- and customer-oriented. For managers, this means creating maximum transparency of information, which is driven by the use of social media. In other words, managers must learn or try out a completely new form of management communication. Basically, a trend towards try-and-error can be observed in digital transformation, i.e. mistakes are allowed, almost provoked. The manager is then responsible for helping the person concerned to learn from it. A further task is to further promote the networking of competencies within the company, i.e. increased cross-functional cooperation between managers and employees. In addition, there are the new digital methods and instruments – be it in performance assessment, communication or project management – which managers have to learn and actively use in their role model function. Increasingly disruptive innovations represent a great challenge for leaders because it is important to keep a cool head even in uncertain times.

Digital leaders lead participatively, drive innovation, actively use new methods and media, thereby transforming the company digitally. The goal is to make the company faster, more agile and more flexible by using the influence of digitalization on the networking of competencies and thus leadership. But most companies still have a long way to go before this leadership style is established.  Because one thing needs to be understood: Digital transformation is not only a change in IT structures but above all a cultural change.

The global financial and economic systems currently mark the end of the fifth Kondratieff cycle, very high volatilities and thus massive uncertainties. What are the drivers of future prosperity and growth? The basic innovation that will generate global economic growth in the upcoming sixth Kondratieff cycle has apparently not yet been found or is not publicly known. The Asian world’s emergence into prosperity brings with it massive demand, but is driven by the dynamics of “catching up”, but not by the dynamics of content renewal through a global leap in innovation.

The question of where global future economic growth based on innovation will come from remains unanswered. The current general uncertainty is so great because, on the one hand, the existing systems of the past are increasingly failing and, on the other, there are no suitable prospects for the future. Such a situation of transition from something familiar and formerly well-functioning old to something completely unknown new is experienced by many as a shock. Dealing with these transitions (not yet change!) processes require special skills and abilities. It comes to destabilizations. Previously proven solutions, e.g. strategy development and implementation, employee retention and development, organizational development, leadership, etc., no longer work as usual. Old-fashioned mechanisms and techniques have had their day, new things want to be born, but nobody knows when and where childbirth will take place and who or what will be the decisive triggers. Large change processes are always connected with changes in thinking and acting. Erwin Laszlo presented in his theory of macro-shift that in such situations whole paradigms of thinking, i.e. (mental) attitudes, experience profound change, through which the world has seen, judged and treated its problems.

The corporate strategy is the sum of all the plans of managers and employees in the company, which are intended to make the long-term survival of the company possible by considering the possible alternative future prospects in the company and the environments relevant to the company.

The target bearers of every strategy are all those involved in the company, not just the management because everyone is affected and interested in the continued existence of the company. Strategy development and implementation is still regarded as a top-down process in large parts of the academic world and, above all, by most management consultancies. Here an almost impenetrable dogma prevails. The justification for this approach is that it is necessary to set targets from above because employees are not competent to develop the strategy. Behind this paradigm of thinking, which has been conveyed for many years, a Tayloristic approach can be seen: A distinction is made between manual and mental work. And practice teaches us better over and over again: In almost every company in which the strategy is understood as a TOP-DOWN process, we have observed for years that it basically dies at the second or at the latest third management level and from then on is no longer implemented in the company. Even the middle management therefore no longer really accepts the strategy, not to mention the employees who carry out the daily work. Even complex measures to communicate strategy are often unsuccessful, it does not penetrate into the workforce, is neither understood, affirmed and internalized nor lived. Who is surprised? A paradigm shift is urgently needed here.