The most precious resources of every company are the employees and above all those who are scarce on the job market: Excellent leaders. We make your leaders fit in a sustainable way!

 

A good leader needs a good blend of competences consisting of skills, methods, social and self-competence, in order to meet the leading tasks and responsibilities. But which competence has which meaning? Employee leadership needs social competence. This also applies to self's and method competence. Regarding the needed skills of leaders' opinions are different.

 

On behalf of the team the acceptance is often described as insufficient. „The boss has to be better than the employees." On the other hand, it is often seen that the higher the leader is ranked within the hierarchy, the competence plays a less important role. We support you in transforming the skills of your leaders regarding social, self and method competence into abilities!

 

Tasks of leaders based on their social, self and method competence:

• Setting of objectives (short-, mid-, long term)

• Planning (search for possible options)

• Decision making (selection of the assumingly best way, the best solution alternative)

• Realization (transformation of the decision into measures) 

• Controlling (checking objectives / Target state and actual state)

• Pushing forward and managing changes

• Intensifying of innovations and creativity

• Development of employees through Coaching

• Implementation of the company strategy

• Identification and development of the talents

• Recruiting of employees with additional abilities and skills

 

Aspects and themes that we work on with your leaders

Accepting responsibility: Ability and readiness to take over responsibility for oneself, for colleagues, tasks and processes and act as a role model.

Competence of delegation: Ability and readiness to pass on tasks, competences and responsibilities to others in a way that they can do them efficiently.

Competence of decision: Ability and readiness to make decisions and actually put them into practice. It is - among other things - about the ability to judge and the margin of errors.

Team competence: Ability and readiness to create interactions and group dynamic processes within teams and cooperate with teams.

Mentoring competence: Ability and readiness to judge existing competences of the employees, to offer tailor made offers of competence development to them and put them into practice.

Conflict competence: Ability and readiness to detect and solve conflicts in social interactions resulting from different ideas of objectives and values, to acknowledge criticism constructively but also deal with criticism that is regarding oneself in a competent way.

Competence of motivation: Ability and readiness to motivate oneself and others; because achievements have their origin in motivation.

Competence of persuasion: Ability and readiness to outline one`s arguments when communicating with others in a logic, comprehensible and convincing way so that others can identify with them.

Competence of authority: Ability and readiness to compete with others argumentatively when debating. Above all to establish or defend one`s own point of view by using facts, rhetoric and charisma.

Competence of presentation and communication: Ability and readiness of a professional and comprehensible presentation (using presentation techniques) in order to build up different presentations; rhetoric, visualization and treatment of objections)

Competence of problem solution: Ability and readiness to tackle fact-based problems in teams analytically in order to solve them systematically and in a structured way.

Systemic thinking: Ability and readiness to perceive one`s own institution and human group as systems, to understand the process of a system and take into account influencing factors, dependencies and long term effects.

Competence of time management: Ability and readiness to set priorities, to delegate, to organize oneself and make use of time management tools.

​