AGILE LEADERSHIP & TEAMWORK

We live in a time of upheaval, in which many traditional companies evaluate their working methods and reposition themselves. Modern leadership thrives on equal opportunities, trust and appreciation. When we decide, commitment, meaning and creativity unfold.

• General leadership knowledge - definition, goals, central tasks, leadership styles
• Leadership role and responsibility - Requirements/expectations for the executive
• What do I have to pay attention to when I am leading former colleagues as a new manager?
• How do I conduct initial induction interviews in the new role with all employees?
• How do I, as a manager, appear respectful and determined to others?
• Communicative competence in dealing with employees - Appreciating, target-oriented and convincing through commitment
• INSIGHTS 4-colour type model for relationship competence
• Feedback techniques, you and I messages, paraphrasing
• Questioning technique, confrontation and de-escalation
• Non-verbal expression or body language, conscious use of the voice
• Characteristics of effective leadership
• Acceptance and leadership
• Determination of the current situation - the level of acceptance; how and what do I currently contribute to effective leadership?
• My Unique Selling Proposition: What characterizes my added value, my mission and my role?
• Transparency in the management process - design of the factual and relationship level
• Situational leadership - how do I choose my leadership style based on tasks and people?
• Escalation - how can I get support, when do I have to "surrender" to my hierarchy?
• Representing points of view - objectively correct, binding in contact, even against resistance
• Employee development - mastering this central management task through coaching
• Coaching - What is it anyway? When is it useful and when not?
• Superior and coach - how can that work? Is there a need for a clear change of roles between manager and coach?
• Possibilities, conditions and limits of employee coaching
• The meaning of one's own personality and attitude - image of man, motives, values of leadership and cooperation
• How do my thought patterns affect my behaviour? To what extent can I coach myself as a manager?
• Empathy is the key to understanding the employee's point of view.
• Recognizing and dealing with different communication styles
• Training of typical leadership situations from the practice of the participants:
• Feedback, Delegation/Instruction, Team Approach
• Focus: Establishing contact in an appreciative way and giving orientation - formulating feedback and asking for the employee's point of view - pursuing discussion goals and, if necessary, taking a clear stand - securing the result of the discussion and conveying a binding perspective
• How do I conduct coaching sessions: clarification of assignments, questioning techniques for problem analysis, finding solutions through active listening and questioning?
• Concept of collegial consulting: Structured case discussion to reflect on leadership actions, intensive training on the basis of current participant cases, clarification of possible applications of the method in day-to-day leadership work.