We strengthen leadership
As a manager, you always operate in areas of tension. How much room for manoeuvre can I give? How numbers/data/fact-orientated do I lead? How people-orientated? And all this with a clear focus on success. Where do I get the strength to lead?

Lead? Yes. But how?

In our projects, we start with a clear view of our own behaviour and the effects that I achieve with it. The desired effects need to be reinforced/enjoyed. In the case of undesirable effects, we look for alternatives.

It is always important to review your toolbox as a manager. Which of my favourite tools help me to cope with current and future conditions? Which tools need to be adapted so that I am not constantly tapping on a screw with a hammer?

Strength to lead
In intensive dialogue with other managers and supplemented by input from our experienced trainers, we do exactly that - we invest in our power to lead in appreciative, humorous and challenging settings.
WE - YOUTogetherLeadingLearning
We select the most suitable setting for achieving the objective, also in co-creation with the client system. For example, hybrid settings in which the part that is easy to convey online takes place via teams, zoom, etc., while the part of the knowledge transfer that requires more contact takes place in the seminar room. Often supplemented by personal coaching units that ensure the transfer to very specific everyday situations.
Remote Leadership
A topic that has become increasingly important in recent years (home office, new work, etc.). How do I manage to lead my team in a well-motivated, well-oriented and clear manner, even though "I'll pop in to see you" is not possible? We also look at personal communication preferences - and their impact on my way of leading remotely.
Dealing with resistance
How can I lead in such a way that I provoke little resistance and at the same time be so clear that everyone knows where they stand? What is so bad about resistance? What could be the - good - intentions behind it, and how can I redirect the energy that ends up in resistance into support?
Onboarding as a manager
It is important to orient new employees well and quickly without "forgetting" the existing team. How can I make the onboarding process as efficient as possible for everyone involved, because it will "happen" to me again and again/more frequently?
Our aim here is to develop enjoyment in managing different generations. How do I find a balanced approach to the wishes and expectations of the different generations? What are the differences and similarities between the generations? What can be attributed to a generation, what to an age or a phase of life? What characterizes generations?
Role clarity, even in agile settings
Who is acting in topic A at time X and in what role? Having a clear answer to this question makes it much easier to work together. I always go through different roles in series for each setting. Parallel is better not. Several hats on one head at the same time have never looked good.
The aim here is to find a good way of dealing with many conflicting expectations. And don't forget your own - as a manager, I'm allowed to have them too. And I should always make them explicit. A decision-making process then arises from the interplay of all these expectations with the framework in which we operate. At the end of this process, it is then clear what can be fulfilled, to what extent and by when.

From Thoughtto Implementation

Are you looking for the right executive coaching or training for your team? Then you've come to the right place!

Sometimes it takes time to step back from daily business to generate new ideas, align the team, or develop visions. Tailored to your topics, we work together with you to develop the approach and content you need to lead your team/organization to success.


The right questions also require the right answers! To come up with these, we focus on the following topics in our training sessions…

Do you want to talk to us about it in person?
Great! Contact our specialist:
Martina Fröhlich