We develop the individual competency areas with you, your managers, teams or employees in short-term workshops, webinars or individual or team coaching sessions.
Our dynamic environment teaches us the short-lived nature of our acquired knowledge. Some companies have already recognized that this dynamism is an opportunity to take an active role in shaping the future. With the development of machine learning and artificial intelligence, machines are increasingly taking more than just physical work off our hands. We see this as an opportunity for us as humans to return to our strengths in this automated world and thus generate real added value. On the one hand, we can learn to cope in the digital world, and on the other hand, we can fully develop our own potential and create new things in the company using different strengths.
The current situation challenges every employee, as well as managers. While we have learned that we are more productive in the home office, we feel less connected to each other. Our client also had this perception, plus a survey we conducted specifically showed that more is being asked of managers. In the structure of the company, the team leaders:in are both in leadership roles and operational. The team is still very young and has also been affected by fluctuation in recent months. In view of the survey responses, the prevention of further departures and long-term satisfaction as well as productivity, we developed a training program for our client's managers.
Managers are brand ambassadors internally and multipliers for the management. They should be trained according to the current challenges in the area of remote leadership, resilience and basic leadership skills in order to apply this in everyday life when working together as a team in such a way that the goals - more leadership skills, employee retention, well-being and productivity - are achieved.
We designed the training sessions like weekly jour-fixe appointments that everyone had fixed in their calendars. In 60-90min we packed individual topics into smaller units. By means of accompanying transfer questions, we transferred what we had learned directly into everyday life. In addition, there were challenges and individual one-on-one coaching sessions for topics outside of the weekly appointment. In addition, we initially focused on topics of self-leadership and self-development during the training sessions in order to work out each manager's own leadership style. The experience gained in the area of self-organization and specifics of communication in the virtual space quickly had an impact on the teams. After an intensive phase of 9 months, we set up a monthly rhythm and later a 3-month rhythm for joint discussion rounds. In addition, we accompanied all managers through individual coaching sessions in all phases.
Shortly after the start of the measure, there was a renewed survey of the employees, which already showed positive changes in appreciation and in the general assessment of leadership at a distance. In addition, there were no further departures, but growth in employee numbers. Another six months later, we were able to note an increased identification with the company, the goals and the values via the survey. Satisfaction increased and absenteeism also fell to an absolute minimum.