The potential lack of identification with the company and the lack of awareness compared to the competition reduced the attractiveness as an employer both internally and externally. This led to problems in recruitment and a high turnover of employees with key knowledge and experience. At the same time, the company's ability to innovate and its growth potential suffered.

• (Further) development of a vision for the future for the subsidiary that is meaningful for all employees in order to create orientation for the long-term direction and to increase the extent to which employees identify with the company. 
• Tone and illustration of the ambitious vision for the future
• Measurable reduction in personnel turnover and improvement in recruitment results

• Clarification of the corporate framework as a basis for creating a vision for the future
• Participatory and co-creative process to strengthen long-term orientation, incorporating agile methods. Dialogue formats between management, executives and employees
• Derivation of core messages and resulting fields of action as well as concrete measures

• Provision of a comprehensibly translated vision of the future of the Group subsidiary, which is given a musical background and thus guides the actions of all managers and employees.
• HR tools aligned with the vision for the future with a positive impact on the outcome of employee retention and recruitment
• Presentation of the HR Excellence Award in the category "Group Change Management".

The client was confronted with a changed market, invested heavily in the digitisation of work processes and restructured internally. Initial internal development measures were taken to promote a "digital mindset". The measures did not go far enough, so that increasing dissatisfaction and lack of orientation became apparent at the middle management level and the desire for development support and space for reflection was expressed.

The remit included a number of leadership development activities:

• Empowering leaders to meet the challenges of constant change,
• Supporting the development of an appropriate attitude and helpful thinking
• Expanding social-communicative competences and teaching corresponding craft tools

• Clarification of the specific situation of the target group and the specific pressure for change within the organisation
• Adaptation of our management development series "Transformational Leadership" to the specific needs of the client
• Implementation of 5 workshop days at intervals of 2 months:
  • one-day kick-off on the topic of transformational leadership
  • two-day workshops to strengthen conflict understanding and conflict competencies
  • two-day workshop to strengthen communication skills
• Accompanying individual coaching of the executives in the individual development fields in transformational leadership with the involvement of professional personality analysis using the LINC personality profiler.

In the course of the process, the managers gained clarity about the need for change and the corresponding transfer to their leadership. Throughout the process, leaders felt increasingly inspired and motivated to devote themselves to their personal development and the enhancement of their social and communicative skills. The joint development work in the group over a longer period of time led to synergy and transfer effects within the organisation – managers are better networked internally and cooperation across departmental boundaries runs more smoothly.

At the time the contract was awarded, management was facing increasing dissatisfaction among employees, which was affecting the attractiveness of the employer both internally and externally. From the workers' point of view, power and decision-making authority lay exclusively with management, and they felt little involvement. In addition, the work took place under high time and performance pressure, which led to silo thinking in the company and high staff turnover. At the same time, the quality of the products suffered under these conditions. Management also felt that a sense of belonging was lacking in the company. They had the impression that the employees did not take enough responsibility and felt it was more of a burden. 

The assignment included the design and implementation of a participative process to develop and establish corporate values & leadership guidelines to:

• anchor the values & leadership guidelines in the heads, hearts and hands of managers and employees to guide their actions
• strengthen the corporate culture, identity and unity.

• Design of a concept for a process for cultural change in the form of a participatory value process oriented towards the corporate goals
• Establishment of a representative group of employees who develop the company's own values from the strengths and potential of the company.
• Derivation of concrete leadership guidelines from the developed values for the establishment of value-oriented leadership
• Training and coaching of management and executives on value-oriented leadership in the company
• Promotion of dialogue between management and employees, optimisation of work meetings to strengthen communication and involvement of responsible employees
• Training the trainers of managers and staff in the representative group to conduct values workshops in small groups of the workforce.

• The company-specific values and management guidelines are defined and anchored in the actions of employees, executives and management.
• Employees are more involved in decision-making processes, which leads to a greater assumption of responsibility, direct communication and noticeably consistent product quality, as well as relieving the burden on the management.
• Management has more room for strategic issues and personnel management.
• The working sessions are focused, efficient and goal-oriented.
• Employees identify with the company more strongly and managers experience greater acceptance.  

Top management wants to bring transparency into the area of leadership, identifying strengths and areas for development for both the organisation and the leaders themselves. The supportive and concrete feedback should come from the bottom up from the managed teams. 

The assignment included the design, implementation and monitoring of a feedback process that:

• creates a corporate culture at eye level
• supports a feedback culture at all levels
• crates transparency in leadership behaviour
• helps to understand feedback as constructive and self-evident for further development
• serves the further development of managers
• introduces employees to feedback at eye level and at the same time enables further development.

• Design of the process, which is oriented towards the goal
• Preparation of internal communication with managers and employees 
• Preparation of a tool-assisted preliminary assessment
• Design and moderation of team workshops, in which constructive feedback on the strengths and possible development areas of the respective manager is worked out by the own team and directly handed over.
• Professional preparation of the results for internal use
• Helping the manager through a follow-up interview
• Analysis of the derived development fields for the organisation

• Strengthening of feedback at eye level independent of hierarchies or positions

• Further development of the feedback competencies of all participants (managers and employees)

• Transparency about leadership strengths and potentials in order to be able to make concrete development offers

• Teams grow together through an open, mutual exchange

The founders saw their team overwhelmed by their own success at the time the contract was awarded. Orders were acquired which on the one hand catapulted the company further forward technologically and on the other hand tapped into new major customers with enormous future potential. The time pressure caused by the projects led to a decline in coordination and cooperation within the team and to the emergence of a silo mentality, which was detrimental to the quality of the work results.  When a key employee quit in the middle of the project, the company as a whole was in danger of failing. 

• Develop a basic attitude and understanding that collaboration is the basis for success.
• The factual tasks at the level of organisational development (meeting formats) should be solved in a participatory manner. This promotes employee loyalty and the sustainability of what has been achieved. With this approach, communication and conflict skills are trained.
• Being or becoming aware of one's own leadership responsibility, also in the corresponding communication to one's own team (reflection of one's own leadership attitude, one's own understanding of leadership)

Design and implementation of 4 workshop days with key employees, accompanied by individual coaching sessions between the workshops, on the following topics:

• Focus on transformational leadership
• Development of new formats for meetings
• The role(s) of the manager in a time of change
• Basics of communication
• Types of conflict, conflict cycle and conflict roles in relation to effectiveness & restriction
• Feedback on self-perception and perception by others in the group

• A common understanding among the employees about the way to the goal
• A new sense of belonging as the basis for success
• The development projects were successfully completed within the schedule agreed with the client. This resulted in follow-up orders.