Leadership strength grows through challenges that must be solved now.

Global insurance group

Objective: 5,000 leaders worldwide were to be introduced to the new corporate culture of an inclusive performance society. A virtual learning platform and virtual workshop formats were implemented for international networking.

Approach:

1. Interviews with the board on objectives and expectations of leaders. Capture of the most important learning needs and open questions among participating leaders.
2. Co-creative design of discussion forums and case studies with the client’s project team. Integration of existing tools, targeted introduction of new methods.
3. Digital learning spaces to simulate concrete cases and leadership situations through self-directed learning. The results could be used directly to convey the new working culture to teams.
4. Facilitated virtual workshops in which groups of 20 participants aligned their understanding of leadership and solved concrete leadership dilemmas together.

Result:

• A shared understanding of leadership for all leaders in more than 40 countries
• Concrete, usable leadership tools for feedback, role allocation and delegation in the team, and for difficult conversations
• An NPS of 72 among participating leaders

Mechanical engineering company

Objective: To prepare a group of strong specialist leaders for C-level roles. They were to take on responsibility at the top level in the future but had little experience in developing a strategic target picture and winning an organization over to it.

Approach: Interviews revealed three development areas. They led to a program with three two-day in-person blocks, virtual inputs and concrete leadership tasks:

1. Strategic thinking: recognizing trends (focus on the China wave and AI), developing a viable vision and communicating it convincingly (including presentation technique).
2. Understanding customers and innovation: grasping customer value, developing and testing ideas as prototypes – in an AI innovation center.
3. Leading oneself and change: reflecting on one’s own leadership behavior, dealing with uncertainty, understanding the psychology of change and developing concrete behavioral strategies.

Result:

• Theses on the future for the entire company, discussed with the board
• A clear roadmap for strengthening one’s own leadership impact
• A cross-border network that lasted beyond the program

Mid-sized food company

Objective: Badische Staatsbrauerei Rothaus wanted to give all 35 of its leaders future-ready leadership skills together. This included a holistic understanding of strategy, effective team leadership and effective delegation.

Approach: The analysis revealed focal points for a 24-month program:

1. Executing strategy: shaping continuous change, clarifying the contribution of one’s own team and anchoring strategic goals in decisive everyday situations.
2. Self-management: regulating one’s own state and dealing confidently with uncertainty and stress. Using the neuro traffic light to work specifically on personal stressors, development areas and strengths.
3. Leading and communicating effectively: handling objections, conveying difficult messages, delegating with a focus on results and holding strengths-based conversations.

Result:

• Leaders were able to represent strategic decisions comprehensibly and translate them to their area of responsibility.
• Leaders and employees used a shared, constructive language to talk about conflicts and resistance.
• Leaders built connections with one another and developed a strong sense of togetherness.