Management Training

Management Personnel

Management personnel in your company are there to cope with a wide range of tasks on a daily basis. In the process, they must constantly assess the sequence in which those tasks are to be tackled; and decide whether they can be delegated or must be dealt with personally. They should always ensure that their decisions are in line with current company strategy and bear in mind that they must nevertheless achieve operational goals within their department. The professionalism necessary for this can be learned autodidactically with the familiar, sometimes catastrophic consequences for employees and the budget, or more quickly and more sparing of company resources through professional training and coaching.

Requirements Analysis

This is where our work begins. We draw up the content of your training programme after conducting systematic analyses, because every company situation differs from all others. The result, that is to say the training concept, is in most cases drawn up within approximately seven days.

Training Concept

The training concept which we develop is presented to you and coordinated with your ideas. Your input enables us to make appropriate adjustments. Only after you give us the green light do we proceed with our work.

Training

What often appear to be simple truths are mostly the fruit of a long process and can only be successfully put across by professional trainers. The implementation of your requirements in a course of training is always a highly complex procedure. Course participants expect the highest level of performance. During a course of training, our trainers fill no less than seven positions:
  1. The expert: They must be familiar with all aspects of management.
  2. The teacher: They must be thematically, psychologically and didactically absolutely solid.
  3. The learning partner: They practise the art of correct working using examples and case studies.
  4. The coach: They accompany both individuals and groups during the learning and implementation process.
  5. The sparring partner: They are practice opponents and are not averse to being given an occasional bloody nose.
  6. The moderator: They are catalysts in the group process. They support, mediate and encourage.
  7. The companion: They are there when they are needed, in a capacity which goes beyond the scope of the above positions.