Our answers to frequently asked questions

in the context of the cooperation

Yes. We also support you selectively with smaller, but still effective services. This includes individual coaching, the creation of personality profiles, the moderation of workshops with agile methods or impulse lectures on various topics of the new working world (New Work). 

After clarifying the assignment, our projects are transformed into a clear project architecture and discussed with you in detail. These projects have a clearly defined time and cost framework based on the jointly discussed goals and boundary conditions. The experience of the last few years shows that we keep to the timeframe of our project architecture as well as the budget. The way we implement our projects leads to a sustainable learning process in the independent implementation of transformation projects. Your employees will be enabled to implement future transformation projects without external support. 

Yes. But before we go, we're going to clean up too. 

Seriously: a certain amount of chaos is simply part of change processes. After a corresponding analysis, it is a matter of finding the right balance between breaking up existing routines that do not (or no longer) serve the corporate goal and the joint development and integration of new, goal-oriented routines. With our experience, we stand for the right measure, so that it feels right for you and your employees. 

Our task is essentially to support and take the strain off management in dealing with certain problems. We do not act as consultants, but act on behalf of the management, who have identified the problem and are using external resources to solve it, and looking at it from an outsider’s perspective creates new prospects for growth. Simply put, we make management look good, not the consultant. 

The challenges facing our clients

Absolutely, because digitisation processes are classic transformation processes. For employees, the introduction of new technical tools is often a change to which they are exposed for the first time and which they cannot influence in terms of whether it happens or not. People react to such a situation primarily with shock and resistance. Your employees may still be in this phase. Here we define a manageable process that involves employees at the latest after the introduction of the technology (from the beginning would of course have been even more optimal) and allows for reflection. Together, we develop a way to help your employees actively influence the integration of technology into their daily work. Because their employees are the experts here. 

People are motivated in very different ways. For some, for example, the image and thus the name recognition of the employer plays a decisive role, while others want to shape and move things and therefore feel better off in smaller companies. Being clear about the type of person you want to target when looking for new employees and then implementing this consistently is therefore a first step. In addition, the culture and thus the values of one's own company should be authentically communicated to the outside world. Companies that invest in their own employer brand but fail to deliver internally what they promise externally only end up frustrating new employees and themselves. In our experience, there are suitable talents for every company on the job market and you will find them if you are aware of your corporate culture, clear in your approach and authentic in your external presentation. 

Managing virtual teams requires more skills than just being confident with the appropriate tools. This is a prerequisite for virtual work, but is still just technology. In addition, new routines must be created that support virtual collaboration and can strengthen the sense of belonging and even build on it, depending on the company's objectives. Whatever the right solution for your company, we will support you in developing and implementing it. But we are also convinced that space should be created for face-to-face meetings, as an anchor, so to speak, for the people in the company.

Even the start of measures, such as seeking external support, shows employees that management has recognised the problem and is taking the initiative. The problems of the employees are seen and taken seriously. This first step gives you some breathing space and alleviates the acute problem ("stop the bleeding"). This already creates an attitude of curiosity among employees and of waiting to see if, and if so, what will change or improve. The derivation of concrete measures results from the specific situation of your organisation.

The problem is as old as organisations themselves. What good are the best specialists and luminaries in their field if they cannot work together across departmental boundaries, often even across company boundaries. Pronounced silo mentalities in companies are unfortunately still not uncommon today and ensure that the company falls far short of its potential. Again: "one size does not fit all". In order to enable a change of perspective for the affected areas, which will have an impact on future cooperation, there are various possibilities. The choice of the right remedy depends on the individual environment and will be worked out and implemented exactly for your situation. This can be a deepened understanding and experience of employees for group dynamic processes, a further development of the existing corporate culture, a management development series or the targeted work of cross-departmental project groups. Whatever works in your environment, we will find the right solution to help your business as a whole reach its full potential. 

External influences such as technological progress, shorter product cycles, increasing complexity, demographics and digitalization affect collaboration in companies. This inevitably places new demands on leadership. The understanding of leadership is evolving from transactional leadership (performance for money) to transformational leadership (guiding personal and professional development to achieve organisational goals).It is precisely this change that our leadership development series „Transformational Leadership“ aims to achieve. Within the context of this series, your managers will develop an attitude and corresponding competencies that are helpful for this understanding of leadership. 

Personality development

The LINC PERSONALITY PROFILER is ideal for personnel development, personnel selection and coaching. In addition, it can be integrated very well into special topics, e.g. in team workshops or in sales seminars.

First of all, a serious scientific basis and a high practical relevance and user acceptance are not mutually exclusive. The LPP is especially appreciated by practical people. In addition, the scientific basis offers three very important advantages:

  1.  It captures the personality traits that best and most comprehensively describe personality – whereas non-scientific instruments often capture random, seemingly arbitrary traits.
  2.  Personality traits are measured very accurately and reliably – whereas non-scientific instruments often measure inaccurately, comparable to a poorly calibrated scale that shows 80 kilograms for someone today and 120 kilograms for the same person tomorrow.
  3.  In particular, there are thousands of very high quality scientific studies on the Big 5  model, examining the correlations between the Big 5 and countless other criteria. Thus, on the basis of the Big 5  profile, very reliable statements can be made on other topics such as leadership or working style, whereas statements made on the basis of the results of non-scientific instruments often have more of a "horoscope character".

The LPP differs from other personality assessment instruments in two main ways: Unlike many other instruments, the LPP has a sound scientific basis. On the other hand, the LPP impresses with the very appealing, easy-to-understand and modern way in which the results are formulated and communicated.

The Big 5  model is by far the most widely recognised and researched personality model. For over 20 years, the Big 5 have been the dominant paradigm in modern personality psychology, replacing other models (such as C. G. Jung's typological approaches, which are considered completely outdated).