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MANAGEMENT DEVELOPMENT

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Leaders have a decisive impact on the overall perfor-mance of a company. The development of this key group is increasingly regarded as a matter for the board of directors. Rightly, we believe. Strategically important concerns require firm commitment from senior manage-ment. Only with this level of involvement can changes be implemented and measures effectively embedded within the organisation.

Highly experienced and skilled external partners are essential for strengthening management development. These partners must be able to develop innovative alter-natives to improve management performance through an open dialog with the board of directors and HR specialists. The initial phase is a period of intensive con-sultation, during which we use our extensive experience to analyse current leadership challenges in face-to-face dialogue with our clients and derive effective develop-ment concepts.

Beside a clear interpretation of requirements, new for-mats with appropriate content and methods are cru-cial. This is exactly what you can expect from us. As well as consistent learning transfer. We provide highly experience-based face to face formats in combination with various practical elements which also make use of digital and online media. The aim is to promote (further) learning on the job and to ensure the long-term impact of development.

But good concepts alone are not enough. Your service providers should be able to effectively implement measu-res of any size, both in qualitative and quantitative terms. Only a sufficiently large number of professional trainers, consultants and coaches can realise the development of entire levels of management for example. We promise that all our measures, including implementation, are consistent in quality and approach.

The best results arise from an integrated approach: Only when all the elements interconnect - from the initial consultation to learning transfer, from leadership training and on-the-job learning to board meetings - can management development celebrate its greatest successes.

Enjoy our new catalogue on management development. We look forward to your enquiries.

Warm regards,

Michèle Neuland

DEAR READER,

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TABLE OF CONTENT

Our Unterstanding of Leadership and our Leadership Model page 4

How we work 6

Design of Development Programs 8

Development Centre 11

Management Development Programs 12

Development Program for Entry Level Management 12

Development Program for Middle Management 13

Development Program for High Potentials and Young Leaders 14

Department and Cross-Hierarchical Development Program 15

Development Programs for Project Managers 17

Development Program for Experts 19

Consultancy for Leader Development 25

Development of guiding principles for Leadership 25

Development of Vision and Mission 26

Company Values 26

Anchoring Health Issues in a Leadership Context 27

Integrating Millenials 28

Team Development and Team Consultancy 31

Live Moderation and Facilitation 33

Leadership Conference 33

Leadership Retreat 34

Conflict Moderation and Mediation 34

Support on the Path to a Learning Organisation 35

Neulands Campus in Your Company 35

Interplay of different Management Tools 39

Training on Employee Leadership 41

Learn, Experience and optimise Leadership 41

Form and Develop Teams and achieve Great Performances 41

Leadership Communication Challenge 42

Leading without Authority 42

Leading in Middle Management 43

Value-Driven Leadership 43

Lead with Coaching Skills 44

Lead Virtual Teams successfully 44

Power of the Brand in Employee Leadership 45

Leading Change 45

Development Programs 7

Organisational Development with Leadership Background 29

Integration of Management Tools 37

Leadership Consultancy 21

Employee Leadership 40

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TABLE OF CONTENT

Conflict Management for Leaders 45

Healthy Leadership 46

Neulands Leadership Project 46

Neulands Group Coaching for Optimum Leadership Mix 47

Neulands Leadershipping 47

Training on Management 49

Management in Complex Systems 49

Project Management 50

Leading in a Project 50

Dealing with Conflicts and Politics in Projects 51

Project Marketing 51

International Project Management 51

Self-Management Training 53Self-Management Challenge 53

The road less travelled 53

Coaching 54

Typical Approaches and Fields of Application 54

Coaching Model 55

Our Formats 57

Our Team 59

Neuland & Partner: We develop futurities. 61

Our Service Spectrum 62

Our Personnel Development Services 63

Contact us 64

System design and control 48

Self-Management 52

About us 56

© Neuland & Partner Development and Training 2015, Fulda Design: Neuland & Partner Development and Training Art: Leszek Skurski, Fulda – www.allcreativ.de Photos: Leszek Skurski, Fulda – www.allcreativ.de Text editing: Dr. Thomas Hake, Berlin – www.thomas-hake.de Print: Rindt-Druck, Fulda – www.rindt-druck.de

The work and all its parts are subject to copyright. Any use bey-ond the narrow confines of the copyright without the consent of Neuland & Partner is prohibited and liable to procecution. This applies in particular to reproduction, destribution, alteration, translation, microfilming and storage and/or processing in elec-tronical systems. Copyright © 2015 Neuland & Partner, Fulda

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Why this explanation? Leadership is one of the most fre-quently discussed and yet least universally defined term in science. The complexity of leadership and the integral role of human factors complicate reaching a common understanding. However, more important than a claim for universality is the contextual discussion of leadership chal-lenges in the given situation and the ever-changing daily routine for leaders.

We have therefore developed a model which provides space for this valuable discussion. The aim is to enter into dialogue with our customers about the company relevant design, development and advancement of management performance and to discuss how leadership should be understood and implemented in the existing context, so that targets can be reached and the performance of the organisation improved.

We see leadership as an integrative function of human and system management. This function is subject to ethical influence and determined by leaders‘ self-management.

We believe that leadership can be divided into four key areas: staff leadership, system design and control (manage-ment), leadership ethics and, last but not least, the leaders‘ own self-management. These areas influence each other and generate complex challenges to be taken on by lea-ders. Performance in each of these four areas as well as the management of the interactions and tensions between them are crucial to leadership success. In addition, we believe that the environment of the managing system has an impact on leadership design and performance.

OUR UNDERSTANDING OF LEADERSHIP AND OUR LEADERSHIP MODEL

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OUR UNDERSTANDING OF LEADERSHIP AND OUR LEADERSHIP MODEL

Employee leadership focuses on people and/or employ-ees - both individuals and groups and teams. Leadership means influencing people as part of an interactive pro-cess so that they accomplish shared objectives effici-ently and effectively in a humane way. We believe that employee leadership can be learnt and developed. We are aware that certain personal characteristics make it easier to carry out different leadership functions. For the leader, among others, questions regarding leadership style and model, communication and performance are raised and answered.

By system design and control (management) we understand the design and control of an organization regarding content, structure and processes, which enab-les employees to achieve the long-term objectives of the organisation in the best way possible and ensures that the organisation remains equipped for the future. This comprises the design and definition of the code of conduct and the determination of strategic objectives, products and services as well as market. All systematic management interventions (management instruments) are included here.

Leadership ethics relates to the identity of the organi-sation and its agents, particularly leaders. Who are we?, Where do we want to go?, What is important to us? This is where purpose emerges and culture takes shape; this is where the direction of all actions is formed. In the context of leadership, this includes designing inspiration and motivation through purpose and shared values. Cri-

tical-normative reflection on humane and fair relations between leaders and employees is essential. Aspects like power and legitimisation in a freely democratic society of responsible citizens must be examined. Leadership ethics in the context of system design and control focuses on the structure of internal and external relations as well as business ethics, relating to product-market-concepts. And, last but not least, questions are raised about the legitimate and meaningful social role of the organisation and the institutional design of the system.

The leader himself significantly shapes the context through his person and personality and is actively invol-ved in designing his area of responsibility. Of importance is not the title or position of a leader; but the quality and quantity of his performance. The actions and behaviour of leaders make peoples‘ performance effective or ineffecti-ve. The effectiveness of leadership depends significantly on the personality and authenticity of leaders. It requires self-reflexion and the development of leadership compe-tence and strength. How I use my authority and power as a leader and my influence? How effectively I develop and channel the team‘s potential? - These are crucial factors in the exercise of leadership responsibility.

In summary, we perceive five important components of the leadership phenomenon:

■ Leadership is an on-going and dynamic process

■ Leadership aims to exert influence

■ Leadership emerges in groups

■ Leadership sets shared objectives

■ Leadership requires purpose

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HOW WE WORK

All our activities and interventions are designed with the aim to be expedient and meaningful for our clients. We support our clients „functionally“, i.e. in line with their own objectives - which may mean asking irritating questions. We take on responsibility for the development of individuals and groups or teams, as well as the entire organisation.

Our mission is to deliver high-quality services, assessed primarily according to the success of the learning trans-fer. This quality and transfer is achieved through:

■ detailed clarification of your request and assignment

■ practise relevant work

■ pragmatic, scientifically-based content

■ a sophisticated, didactic design

■ an unusual, but reliable and effective, choice of methods

■ a holistic approach

■ the integration of individual elements in an overall architecture, and

■ the alignment of all measures to organisational objectives and circumstances

We believe it is important for our consultants, trainers, coaches and moderators to have excellent qualifications. This is our most important investment, in order to deliver high-quality services to our clients. From the start of a project, we evaluate the results with a view to the actual development objectives. We work on every continent and in the world‘s most important languages (English, Spa-nish, French, Portuguese, German and Chinese).

Whether we consult, train, moderate workshops or coach managers, there are several recurring features in our work.

■ Self-awareness: To develop the skills of employees and leaders, we aim to increase self-awareness. Self-aware people have improved abilities to deal with changes.

■ Reflection: We offer plenty of space for reflection.

■ Performance through security: We generate and maintain a high level of performance in employees, by creating security through the development of management skills.

■ Critical feedback: We always consider the resources and strengths of our clients and do not hesitate to address shortfalls, so that they can be taken in hand.

■ Context: We consider and include the organisational environment, the „context“, making our approach comprehensive and practical.

■ Contribution to leadership culture: Because we understand that we influence our clients‘ leadership culture, we approach our delegated tasks with great respect.

Development Programs

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DESIGN OF DEVELOPMENT PROGRAMS

Development programs are the most effective way to successfully develop employees with key positions in an organisation. The Neulands Academy for Modern Leader-ship brings the expertise of an experienced training and consultancy provider to the design and implementation of your development program, providing comprehensive, customised and integrated development for leaders, spe-cialists and project managers.

Thanks to our many years of experience in consultancy we ensure that each program is perfectly suited to your cor-porate landscape in terms of content and methodology. At the same time we understand which interventions your leaders need to be able to develop further in line with the program and company objectives.

Development programs by Neuland & Partner are:

Holistic, as they target comprehensive development. They do not operate selectively, at randomly chosen positions, but nurture all the relevant competencies of a target group. Each one of our programs supports the targeted and needs-based development of people in key positions - and thereby of the entire company.

Customized, as they vary depending on the company‘s environment and direction and always take the individu-als into consideration. Each program is new and different. To qualify sustainable, we take on the concrete challen-ges faced by people in key positions within the company. The more precisely a program represents the needs of the target group, the greater its use. Individual differences between program participants are identified by means of proper analysis tools. We support the progress of each leader with an accompanying development dialogue.

Integrated, as they take into account the circumstances of the environment and are more than just a sequence of seminars. On the one hand, each program must be tailo-red to the objectives, strategies, needs and developments of the organisation in order to be effective. On the other hand, it is important to combine seminars, practical ele-ments and the learning from another.

The different components of our programs interconnect and create diverse links to the daily leadership routine, thereby creating real learning and development proces-ses. The more integrated and integrative the development program, the more effective it is.

By taking these three aspects into consideration, we pro-duce development programs which are seamlessly inte-grated, which ensure clarity and consistency and which achieve the greatest impact. They generate measurable progress on two levels: for each individual participant and in the company as a whole.

With the following steps we proceed:

1. Lay the foundations. We analyse what drives the organisation to implement a development program. These determined reasons form the basis for the evaluation of the program. We create a connection to the company‘s vision, mission and strategy and trans- late this into an attractive development philosophy for the target group.

2. Visualise the future. We enter into discussion with the stakeholders and representatives of the target groups to create gap analyses on this basis and to ensure the necessary commitment from sponsors.

3. Design the architecture. We plan the process and the accompanying communication measures together with those responsible.

4. Design the development elements. We conceptua- lize the individual development elements and building blocks of the program and their interplay.

5. Lead, support and evaluate. We accompany the development process, make its impact transparent and optimise the process focussing on the desired results.


In designing your development program we choose from a broad variety of development elements the most func-

tional for the respective development objectives of the participants.


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We use the Development Centre in advance of develop-ment measures to find out in which direction an employ-ee can and wants to develop. Development Centres are the ideal start for comprehensive programs with multiple modules. An analysis can also be useful before a one-day training session. These measures lay the foundations to accurately develop every participant further and to make the individual development steps transparent.

The service is intended for:

■ Employees who may pursue a career as either a leader or an expert

■ Employees who are earmarked for particular tasks, staff positions or project leadership

■ Leaders who are to be prepared for new tasks

■ Leaders who require good self-reflection abilities as mentors

Program highlights:

■ Determine and reflect on one‘s own personality structures

■ Reflect on and improve one‘s own communication style

■ Improve one‘s ability to assess oneself and others and cultivate feedback

■ Classify personal strengths and weaknesses create and pursue own learning plan

■ Personal evaluation interviews with trainers, leaders and HR/personnel development


DEVELOPMENT CENTRE

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Perhaps you have already invested selectively in the deve-lopment of your leaders in the past and want to address the issue more systematically? Then this service is right for you! It provides companies access to comprehensive and coordinated management development and offers participants the unique opportunity to update their understanding of leadership and leadership techniques. With networking guarantee!


■ Companies which want to systematically develop their managers on a team and group leader level

■ Companies which would like to develop a unified leadership understanding with the accompanying competencies in lower to middle management

■ Companies which want to appropriately support and retain their young and motivated leaders

Program highlights:

■ Understand leadership models and apply them to one‘s own leadership work

■ Analysis of employees and their situations

■ Improve self-assessment of leadership and communication style, also with a view to the pitfalls and challenges of communication

■ Develop awareness and knowledge of typical leadership tasks

■ Efficiently lead employees and small teams and delegate properly

MANAGEMENT DEVELOPMENT PROGRAMS

DEVELOPMENT PROGRAM FOR ENTRY LEVEL MANAGEMENT

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DEVELOPMENT PROGRAM FOR MIDDLE MANAGEMENT

Today managers are no longer just managers or strong leaders in the service of company objectives. On top of this, they are employees, foreign ministers, crisis mana-gers, change managers, mentors, coaches, cost redu-cers and much more. This role extension is particularly widespread in middle management. These leaders are role models with a broad impact and must work on their own self-management, in order to be able to effectively lead other leaders. In addition, they need increased awareness about their impact on processes, objectives, values and strategies of their company.


■ Middle and upper management, e.g. department heads and division managers

■ Experienced leaders who lead employees and teams

■ Leaders who lead leaders

■ Companies which want to support and unburden their management team and turn them into internal role models for the brand, values and communication

Program highlights:

■ Apply company-specific management tools more professionally

■ Analyse and optimise teams and departments in terms of their performance and achievement of objectives

■ Define company objectives for own area, and efficiently and effectively work on the attainment of objectives

■ Strengthen external communication and make successes visible

■ Align personal values with company values, ensure commitment to company objectives

■ Understand and reflect on complex situations in leadership through practical examples

■ Tools like coaching-on-the-job, peer consulting or lessons-learned moderations

■ Give and receive genuine feedback


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DEVELOPMENT PROGRAM FOR HIGH POTENTIALS AND YOUNG LEADERS

Leadership is a skill that can be learnt. Especially young, highly motivated, high-potential employees need access to real development perspectives through defined measu-res; otherwise they will leave the company. The targeted development of leadership expertise and personal reflec-tion on one‘s own abilities and attitudes are the best motivation for those young talents, who are needed by your company to remain viable in the future.


■ Employees who attract attention through good performance and would benefit from particular support

■ Former trainees who are now ready for the next step

■ Young lateral entrants who need to learn company-specific leadership tools

■ Future team leaders and/or project managers

Program highlights:

■ Determine and reflect on one‘s own personality structures

■ Recognise and manage different expectations

■ Learn and apply leadership models and styles

■ Learn and apply leadership communication as a daily management tool

■ The first employee interview/review – pitfalls and checklists

■ Learn and master challenges upon entry into the „leadership pipeline“

■ Develop and consolidate basic competencies


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Cross-hierarchical development programs encourage fast, informal communication and mutual support within the company. Barriers are dismantled; a culture of learning from each other is created. After this development pro-gram, processes run more rapidly and with a lower error rate, as levels and departments cooperate more effective-ly. Embedded within organizational development, cross-hierarchical training sessions and workshops are a highly efficient measure to deliver company-wide changes or to bring new guidelines and values to life.


■ Managers of different areas, departments and hierarchical levels

■ Project managers and project employees

■ Companies which want to promote networking

Program highlights:

■ Gain knowledge of and use company-specific management tools

■ Reflect on company objectives and vision and transfer to departments and teams

■ Create conditions for communication and networking

■ Be able to give and receive feedback

■ Shape knowledge transfer

■ Generate innovations together

DEPARTMENT AND CROSS-HIERARCHICAL DEVELOPMENT PROGRAM


EXAMPLE OF A PROGRAM DESIGN


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DEVELOPMENT PROGRAMS FOR PROJECT MANAGERS

Most training programs for project managers concen-trate on the „hard skills“ of project management, i.e. on methods and tools. However, really successful project managers do not just master the tools of the trade, they are above all good communicators and leaders. Our pro-grams incorporate this dual challenge.


■ Companies which would like to develop their project managers according to specific targets and needs

■ Project managers who would like to design their project management more effectively

■ Companies which are looking for a development program that is tailored to the project needs of their own company

■ Companies searching for a program that enables and supports career development and planning for project managers in the company

■ Companies which want to support their project managers and tie them in to the company

Program highlights:

■ Effective and efficient control using project manage-ment tools and methods

■ Leading of project teams under the specific conditi-ons of project management and management of the environment with knowledge of the organisational structures

■ Results-oriented integration of different interests

■ Start with a Development Centre, conclude with an evaluation and certification workshop

We implement the program in collaboration with our partner atrain.

DEVELOPMENT PROGRAMS FOR PROJECT MANAGERS

EXAMPLE FOR A POSSIBLE PROGRAM DESIGN

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Not every expert in the company is automatically a leader. There is no doubt that employees on the expert career path decisively contribute to the overall success of the compa-ny; they often work in strategically important positions. To contribute to the development of these highly qualified employees, we design a development program specifically tailored for experts.


■ Specialists and experts

■ Executive support units or staff positions

■ Customer service providers

■ Discipline heads or product managers

Program highlights:

■ Role clarification as experts in the organisation

■ Strengthen awareness of responsibility

■ Manage project work confidently

■ Lead laterally and effectively communicate with project members

■ Build and improve presentation and persuasion skills

■ Promote systemic understanding of organisation

■ Generate knowledge transfer

DEVELOPMENT PROGRAM FOR EXPERTS

DEVELOPMENT PROGRAM FOR EXPERTS

EXAMPLE OF A PROGRAM DESIGN

Leadership Consultancy

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LEADERSHIP CONSULTANCY

For us, leadership consultancy means the provision of consultancy and support for decision makers on strategic issues. Decisions made on this level have wide-reaching effects on the entire organisation; this is where key points are established and courses are set.

Central issues include:

■ What leadership culture exists already and in what direction should it be developed?

■ How clearly are company values formulated? How sustainable are they?

■ Are there guiding principles for leadership, and if yes, do they offer sufficient space for individual and authentic leadership?

■■ How can the system (organization) and the people be better brought together? Which comprehensive approaches are needed to provide greater opportuni-ties for action and increased effectiveness?

■■ Which mega-trends have an effect on employees and leaders and how does the organisation want to respond?

With reference to questions like these, we work with your leaders to identify the characteristics of your organisati-on. We act as expert independent consultants, providing support from an external perspective, in order to enable you to see the whole picture, to develop intelligent and functional concepts and to turn these into reality.

An important aspect is the development of the leaders themselves. The development of leaders should be firmly anchored in the strategic objectives and attuned to the overall direction. It is therefore important, alongside leadership consultancy and together with those respon-sible for leader development, to reflect on its alignment with strategy (strategic levels) and to derive appropriate measures (operative levels). Expert consultancy on leader development is obviously also useful and possible inde-pendent of leadership consultancy.

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Our priorities in design and implementation:

■ We believe it is important that concepts are not created on the drawing board, but developed together with you

■ We not only design, but plan and support the implementation too

■ We use our methodology skills to reach integrated, transfer-oriented and pragmatic solutions

■ Communication, interlinking and integration are crucial factors for success

■ We regard leaders and employees as experts in their organisation

■ We ensure clarity over who has what responsibility: leaders and decision-makers for agreed solutions and their implementation; us for the control of processes. We take on different roles, e.g. as provi-ders of ideas and structures, activators, steersman, irritants, moderators, mediators, experts, supporters, feedback-givers, admonishers, etc.

■ We attach importance to adequate evaluation of the changes

Causes:

■ Personnel development consultancy for leader development

■ Development of guiding principles for leadership

■ Development of vision and mission

■ Implementation of company values

■ Anchoring health issues in a leadership context

■ Tie in and capitalise on millennials



Initial position and control in leadership consultancy function like a cock pit.

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Leaders are strong personalities who want to develop. Leaders are also critical interfaces between employee satisfaction and company success. In order to do justice to the continually changing demands of the role of leadership, companies must offer development opportu-nities, where leaders can develop the necessary skills for the challenges of tomorrow.

We work with you to analyse the necessary and recom-mended steps to establish sophisticated and sustainable leader development. Together, we plan individual measu-res or full programs for your target groups. And we help you to transfer these strategic ideas into reality. For us, development does not stop with the finished concept, but must be experienced and promoted in everyday interac-tions. We accompany and support you along this (often stony) path.

Guiding principles for leadership is the description of the optimum leadership conduct required in order to reach company objectives in accordance with the company visi-on. The guiding principles define the attitudes and value systems according to which leaders should act and how this behaviour should appear in practice.

The development of guiding principles begins with an analysis of the existing leadership culture. Against this backdrop, we work with you to describe an „ideal cul-ture“, based on the company‘s vision and objectives. We consider both the fundamental and current demands of the company from its leaders as well as the real-life company values. Measures to further develop leadership in the organisation are defined and implemented based on the gap between the ideal and the actual situation.

The development of guiding principles for leadership should involve upper management as well as a cross-section of leaders from all levels of the organisation. It is important to obtain as precise as possible an image of existing leadership and company culture. No company is the same as another, and none is static - the changes and the internal differences are too great. We therefore aim to take a close look and find an individual path for each company. It is evident that the development of guiding principles for leadership has an impact on the company from the beginning.

DEVELOPMENT OF GUIDING PRINCIPLES FOR LEADERSHIP


CONSULTANCY FOR LEADER DEVELOPMENT

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COMPANY VALUES

A vision is the dynamic future image of an organisation, a group or a person. A corporate vision describes the future image as if it has already been realised. As a result, it offers a promising and attractive image towards which the organisation is striving and it conveys confidence that this described future is attainable. The vision is the central reference point for the origin of a strategy, guiding principles, a corporate culture and concrete objectives.

The vision acts like a guiding star in the night sky: it guides, motivates and leaves space for creativity and individuality. A mutually-constructed vision gives rise to shared images and generates creative tension, which creates space for development and innovation. At the same time, it is ideal for synchronising work performance and enabling synergies.

We facilitate and support the process of vision develop-ment with all participants and in every phase, including in the development of the resultant mission. With our external perspective, we can draw your attention to where the energy comes from in your company and where it is going. We pay particular attention to communication and work on practical suggestions as to how it can be brought to life.

Company values set out the values according to which leadership performance and collaboration within the company should operate. They establish a purpose and value community, with which employees and leaders can identify and which enables a company-wide sense of unity. In this manner, you must clarify how much „con-formity“ may be required and how much freedom for indi-viduality must remain, in order to facilitate performance and to make the company an attractive employer.

To be sustainable, the values must correspond to the vision, yet must also suit the time. First of all, you must clarify how the values should be developed or revised, who should compile them and in what way. Once the set of values is established, guidelines for leaders‘ behaviour can be produced. This last step - the question of how real-life behaviour can be derived from specified values - is often underestimated. We not only provide support in the process of discovery and formulation; we work with you to clarify how your values should be communicated. We also believe that the (occasionally critical) discus-sion of company values among as many stakeholders as possible is indispensable. We ensure that the subject of values is raised and remains a topic of discussion, as only then can they come alive.

DEVELOPMENT OF VISION AND MISSION

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Health is a valuable asset. Companies have a vital interest in maintaining the health of their employees, rather than damaging or ruining it through work. In establishing what companies can do, you quickly come across the key role of leaders. All surveys prove that illness-inducing emotional stress can be caused by the demotivating, „offending“ behaviour of the boss. Leaders also have an impact through their example: bosses, who trample all over their own health, are rarely able to demand that employees behave otherwise, more healthily. Insofar is the quality of leadership and self-management in the company crucial to the promotion of health.

The ideal solution to a healthier company is via an authentic culture of feedback and trust experienced by everyone. To that end, leaders must perform their role professionally on three levels: employee leadership, self-management and system design and control. They must also develop a consistent personal style of communica-tion. The ability to combine self-determined work with a good measure of flexibility and adaptability is indispen-sable. We provide support as experts and process con-sultants to help you identify the health-related problem areas in your company‘s leadership culture. After this

analysis, we help you and your leaders to determine the appropriate measures to bring you closer to a „healthy“ leadership culture.

ANCHORING HEALTH ISSUES IN A LEADERSHIP CONTEXT

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Each new generation is a challenge for the previous generations. The new generation almost always regards preceding generations as antiquated and stuffy. In return, the older generations tend to react by shaking their heads and rejecting the newcomers‘ habits.

At present, we not only have to deal with how work should be organised, so that an ageing workforce can perform. We also have to work out how to integrate the potential of the so-called „millennials“ (people born between 1980 and 2000) in the organisation. Companies must ensure that collaboration works across generations, without the values and behaviour of the youngest gene-ration simply being ignored. Misunderstandings must be made transparent and resolved together.

In addition, new work formats and management approa-ches are required to suit millennials. These employees will become managers - it is a good idea to start thinking about how this should occur and what has to change within the organisation today. As external consultants, we can help you to answer the question: To what extent is the company prepared to examine and recognise the viewpoints and needs of the young generation of employ-ees? What can be done to create work and leadership structures which deliberately involve the millennials?

INTEGRATING MILLENNIALS

Organisational Development with Leadership Background

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ORGANISATIONAL DEVELOPMENT WITH LEADERSHIP BACKGROUND

Organisational development is no longer a luxury. As a result of the massive changes and developments in the recent past, the social and economic environment has changed so rapidly and sweepingly that companies have no future unless they are willing to permanently rethink and relearn. If you want to support development, you have to promote and develop new ways of thinking, beha-ving and collaborating, instead of ploughing away at its effects. Companies can only be prepared for the future, if they succeed in releasing and capitalising on existing group intelligence.

Our proven approach to organisational development focuses on the entire system or larger subdivisions, for example in the context of change projects. We also recommend working in smaller company units, such as on a team level or in senior management. Interventions on this level address neither the isolated leaders nor the entire organisation. Instead they create prototypical learning and development fields within the organisation, where new efficient work structures can emerge.

A company, which develops on this level, will also change as a whole. Its ability to find new solutions to increasingly complex challenges will improve. As Otto Scharmer said, it will change from an ego-system to an eco-system. And although it is no longer about the leadership performance of individuals, the leaders can also „grow“ their personal abilities in this way. As the organisation becomes a „lear-ning organisation“, leaders also learn - and vice versa.

It is also worth considering which interventions could be expedient and useful to drive the organisational development on the leadership side. We present several approaches below.

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Most achievements in a modern company are brought about by teams. Employee leadership is therefore above all team leadership. At the same time, teams are rarely fixed: employees come and go, project structures overlap team structures and many teams work „virtually“ spread across several locations. Even more important is a leader-ship, which lets a team grow step by step and creates the conditions for peak performance.

Leaders must master many different team situations. In accordance with the approach selected, we provide sup-port, facilitation and advice on team processes. Approa-ches include:

■ Team development

■ Optimisation of teamwork

■ Conflicts or larger change schemes


■ Department heads, group and team leaders, who want to develop their team

■ Project managers who put together and advise teams

■ Leaders who face particular challenges in their work with teams (e.g. lead teams through changes)

Depending on the phase, highlights include:

■ Support with communication between leader and team

■ Coaching and empowerment of leaders

■ Moderation of team situations (kick-off, meetings)

■ Design of strategic and tactical communication by project teams

TEAM DEVELOPMENT AND TEAM CONSULTANCY

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TEAM DEVELOPMENT OPTIMISATION OF TEAMWORK CONFLICTS IN TEAMS

For successful team development, leaders require expert knowledge about teams, group dynamics and leadership. In addition, they need the ability to initiate and mode-rate processes. Our support for team, group and project leaders includes:

■ Analysis of current team situation and review of team history

■ Clarification of concrete objectives and tasks to be attained with the team

■ Role clarification and alignment of existing employees with required team types

■ Enabling the leader to develop teams

■ Design of kick-off meetings and events

■ Support in preparing regulations, rituals and control mechanisms for the team

In the day-to-day operations in and with the team, little thought is given to how the teamwork can be optimised. High-performance teams use differences and conflicts within the group to improve creativity and performance; they are „learning teams“. As consultants, we can support your team leader to implement and guide these learning processes. Our interventions include:

■ Support and coaching of leraders in teamwork

■ Analysis of group-dynamic issues in the team, group and organisation

■ Introduction of feedback and meta-communication in the team

■ Development of abilities to work together cooperatively

■ Support and moderation of lessons-learned sessions, introduction of tools such as collegial consultation

■ Design and attendance of team-strengthening events

■ Strengthening of external communication in the organisation

The team or project manager is not always in a position to solve conflicts alone. In some deadlocked situations, an external perspective can be helpful, to enable the team to return to constructive teamwork. Our interven-tions include:

■ Analysis of and advice on conflicts in the team

■ (Re-)structuring of tasks among the team or project employees

■ Clarification and prioritisation of team and project objectives with a view to the whole organisation

■ Support of leaders in the communication processes


33

We use the existing resources and know-how of partici-pants as part of our facilitation of long-term processes and in customised workshops. On request we can also contribute our external expertise. Whether we are mode-rating board meetings for three, workshops for 30 or group events for 300 participants, we always keep the desired objective in mind, take a neutral, intermediary and balancing position and guarantee visible and lasting results.

In the busy schedules of middle and upper management, there are barely any opportunities for discussion of basic issues. A secure space would be helpful, where leaders can look outwards, gain new impulses and expand their own perspectives in discussion with others in comparab-le positions. The leadership conference focuses on one or more leadership themes, which easily relate to the strategic objectives and current challenges faced by your company. High-profile keynote speakers, including „unor-thodox“ figures such as artists, deliver insightful themed impulses. These theses can subsequently be reflected on and deepened in different forms and methods.


LIVE MODERATION AND FACILITATION LEADERSHIP CONFERENCE

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There are situations where the dialogue in middle and upper management falters. Mergers and restructuring processes are classic examples. Sometimes it is also sim-ply the lack of appropriate opportunities, which hinder or prevent meetings between decision makers. In response to this situation, we moderate leadership retreats and provide optimum structures for constructive collabora-tion.

The program can focus on various key aspects: develop-ment of a vision, a strategy or new leadership guidelines, or the preparation or monitoring of change and restruc-turing processes. Leadership retreats strengthen commit-ment in the management team, improve the association of individuals with the company and promote mutual understanding.

Sweeping conflicts under the carpet is usually a bad strategy. The longer leaders wait to deal with smouldering conflicts, the harder it is to find solutions acceptable to all parties. It is therefore advisable to use external and professional support at the right time.

We offer conflict moderation or mediation as methods to resolve conflicts. Typical causes include mergers and change processes, a lack of collaboration between teams and departments, leadership conflicts and accusations of bullying. Our moderators and mediators lead the conflict parties through a process of clarification, which enables them to understand the other perspective and to work together towards an acceptable solution. You save time and money and all participants gain a high degree of self-responsibility and commitment.

LEADERSHIP RETREAT CONFLICT MODERATION AND MEDIATION


35


The Zurich-based work and organisational psychologist Theo Wehner emphasised that individuals and organi-sations can only learn from their mistakes when making mistakes is no longer taboo. Therefor it is important to discard the old rituals of mutual accusation and justifica-tion and to speak of „unexpected occurrences“ in another way - so that learning and development areas can be recognised. As a result, your company gets to know its own work processes better and has access to more opti-ons than other companies.

Another way to deal with mistakes - this is only an example for long-term successful changes to the system and culture, which we can implement and support in your company as external consultants. The revision and re-organisation of decision, problem-solving and innova-tion processes promise high benefits in the long term. We provide support for you on this challenging but valuable path towards becoming a „learning organisation“. We work methodically secure, creative and communicatively proficient – as consultants and moderators on an equal footing.

We help you to bring about sustainable system changes by your own means, with which your company stakehol-ders can fully identify.

Neulands Campus is a new management forum, which enables constructive dialogue on themes relevant to your organisation. These can be strategic fundamental issues, which are often neglected in day-to-day company operati-ons, but also topics, which arise from current developments. The aim of the Campus format is to encourage participants to gain new and shared insights, which further the organi-sation as a whole.

Neulands Campus uses new facilitation techniques to bring different groups - managers in your company, external scientists and consultants - together to reflect on issues without any expectations regarding results. First of all, we gather questions in advance (motto: more good questions are lost than good answers found). Secondly, the campus facilitators help you to find, formulate and define new insights. The quality of the answers found results from the consistent involvement of different perspectives within the group.

At Neulands Campus your issues are addressed according to the following process:

SUPPORT ON THE PATH TO A LEARNING ORGANISATION – FOR EXAMPLE CULTURE OF CONSTRUCTIVE CRITICISM

NEULANDS CAMPUS IN YOUR COMPANY

PROCESS SKETCH FOR NEULANDS CAMPUS

Integration of Management Tools

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INTEGRATION OF MANAGEMENT TOOLS

The individual should master the system, not the system the individual. A consistent and respectful leadership culture is a key factor for the success of your leaders and thereby your company. Management tools provide the means with which your leaders can intervene systemati-cally and directly.

All management tools used must be suited to the organi-sation and its culture and should interconnect well. They create uniformity and structure and ensure behavioural safety of employees and leaders. On a system level, they help to synchronise different sections of the company. They promote flexibility in detail by means of a coordina-ted approach in the overall context. In conjunction, they have a positive impact on the company and leadership culture.

Management tools can only be effective if they are understood and convincingly experienced by individual leaders. If implemented mechanically or to excess, they can lead to the over-control and paralysis of the com-pany. That particularly applies when their purpose is not clear, when they are too complicated or when they blind leaders to the actual problem or its solution.

Our priorities for design and implementation:

■ Customised alignment of all tools to specific needs, already existing tools, core processes, overall orienta-tion and to the leadership culture of the organisation

■ Adequate communication during the integration of the tool, gathering of feedback on its impact

■ Enabling leaders to implement new tools functionally and on-the-job supervision of leaders

■ Evaluation of the tools introduced or improved with our support

We offer support in the development, introduction and optimisation of:

■ Appraisal interviews (e.g. regular reviews, return to work discussions, agreement of objectives)

■ Competency models, competency profiles and potentials analyses

■ Target systems

■ Appraisal systems

■ Feedback discussions (e.g. leadership feedback, feed-back for employees, moderated feedback discussions)

■ Mentoring models and processes for young leaders

■ Reverse mentoring (by young employees for „old hands“)

INTERPLAY OF DIFFERENT MANAGEMENT TOOLS

INTEGRATION OF MANAGEMENT TOOLS

Employee Leadership

41

Employee leadership (leadership) is concerned with indi-vidual employees and groups (teams). Leadership means influencing people in an interactive, value-driven process in such a way that they reach shared objectives efficient-ly and effectively. We believe that employee leadership can be learnt and developed. Leaders can expect answers on leadership styles and models, on leadership communi-cation and on performance issues.

How do employees want to be lead - and how should they be lead? What can I already do in this respect - and what do I still want to learn? How should I deal with the different responsibilities, demands and expectations as a leader?

In this seminar, leaders learn tools and models for lea-dership and gain a basic understanding of leadership. They put what they have learnt into practice and run a leadership project which takes place outdoors. They receive feedback on their leadership conduct and reflect on their personal leadership style in relationship to own personality type. In general, the training session increases awareness of the tasks, possibilities and limits of emplo-yee leadership.

In order to be able to efficiently and effectively lead teams today, team leaders require comprehensive exper-tise on collaboration within and leadership of the team - in addition to a willingness to continue to develop as a leader.

In this training session, leaders of teams and project groups learn pragmatic approaches to identifying poten-tials in the team and to optimally organising shared tasks. They learn to classify difficult situations, recog-nise dynamics and constructively influence others. They learn to see the heterogeneity of their team as a value and strength and to convert this into excellent team performances. They also experience what is particularly important in distance management.

The content and methodology of our internal training programs are precisely tailored to the needs of your orga-nisation and the respective target groups.

TRAINING ON EMPLOYEE LEADERSHIP

LEARN, EXPERIENCE AND OPTIMISE LEADERSHIP

FORM AND DEVELOP TEAMS AND ACHIEVE GREAT PERFORMANCES

CONTENT AND METHODS OF OUR IN-HOUSE TRAININGS ARE CUSTOMISED EXACTLY TO THE NEEDS OF YOUR ORGANISATION AND THEIR TARGET GROUPS.

42

How do I conduct an employee conversation? What impact can I have? What is the purpose of different lea-dership tools? How can I communicate unpleasant news? How can I solve conflicts in the team? No question about it: employee leadership is communication. Conversational and coaching competences are crucial for executives, who want to deliver good results, act assertively and develop their employees, instead of losing them in the short or long term.

In this training program, managers learn about core models and tools for leadership communication; they transfer them to example situations from their own day-to-day experience and put what they learn into practice in role-plays. They experience how they can communicate in a structured and conversational way in certain situa-tions. In addition, they can steer meetings and conver-sations more directly and effectively, communicate more empathetically with their stakeholders and solve conflicts professionally.

Specialist superiors, holders of staff positions and many project leaders lead their employees laterally, i.e. without the disciplinary procedures of a line manager. They must use effective leadership and communication methods and ensure performance-friendly conditions, whilst recognis-ing conflicts of objectives early on and addressing them skilfully.

In this training program, „lateral“ leaders learn to earn the commitment of their employees or team members. They experience how to achieve good collaboration bet-ween team members, clearly address disturbances and obtain excellent results. They experience how important it is in this situation to reflect on one‘s own communica-tive behaviour and make clear agreements. A follow-up day provides the opportunity to work on individual issues and concrete practical examples.

LEADERSHIP COMMUNICATION CHALLENGE

LEADING WITHOUT AUTHORITY


43

The expectations and demands faced by middle manage-ment are multiple and often contradictory. Employees demand transparency with regard to company guidelines, while their own boss expects the smooth implementation of decisions. At the same time, colleagues, clients and suppliers want cooperation and coordination. In the face of these challenges, even experienced managers must continually develop.

In this training program, leaders receive open, construc-tive feedback and many inspiring suggestions for more effective action in a leadership role. They reflect on their understanding of leadership and sharpen their awareness of their personal leadership qualities. At the same time, they gain greater clarity of their own objectives and influential abilities and develop personal strategies for practical implementation.

Values are an essential tool for any company. Internally they give direction and set binding standards for colla-boration. But external stakeholders are also interested in the values according to which companies operate. Companies operate credibly and successfully internally and externally when these values create a „code of con-duct“ for day-to-day operations. For leaders this means balancing their own values with company values and orienting their leadership style to these values, to provide authenticity, motivation and guidance.

The training program gives leaders the opportunity to reflect on existing company values and align them to their personal values. They learn how they can use value-driven leadership to create purpose, be a role model and make decisions comprehensible. They learn to better understand the influence of their own personality on their leadership style and find ways to lead both authen-tically and according to company values.

VALUE-DRIVEN LEADERSHIPLEADING IN MIDDLE MANAGEMENT


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In order to be able to constructively deal with uncertain-ties and changes in today’s world of work, employees are reliant on the active support of their leaders. Coaching and mentoring offer brilliant techniques in this situation, based on a respectful, solutions-oriented attitude. This can not only promote the development and self-responsibility of each individual, but improve relations with colleagues as well.

In this training program, leaders reflect on their under-standing of leadership and on ways to deal with employees on a day-to-day basis. They improve their perception of their employees and learn to integrate communicative techniques and a solutions-based attitude in everyday leadership. They experience how important it is to help employees to find their own solutions, instead of always providing solutions themselves.

Collaboration in virtual teams, i.e. those based across several locations, can have considerable advantages. In order to truly benefit, suitable conditions must be provi-ded or created in terms of leadership, self-management, communication and infrastructure. Less personal contact increases the demands made of leaders and team mem-bers. In multi-national teams, other challenges arise from language barriers, cultural differences and collaboration across several time zones.

In this training program, team leaders learn to succes-sively deal with the challenges of leading at a distance. By making a comparison with traditional teams, they can understand the specific demands of a virtual team in terms of leadership, communication and trust and are in a position to do justice to these demands. They receive feedback and can profit from the experiences of other team leaders.

LEAD VIRTUAL TEAMS SUCCESSFULLYLEAD WITH COACHING SKILLS


45

A brand encompasses not only products or services; it also has an impact internally - as guidance and commit-ment. Modern companies put their leaders and employees in a position to bring brand promises to life. Only where promises are kept, where the external impression of the brand (or an employer brand) agrees with the internal communication, can employees be satisfied with and proud of the company.

In this training program, leaders (department heads, exe-cutive managers of small and medium-sized companies) and employees learn to understand the implication of a brand and to derive principles for strategic employee leadership and a consistent, authentic leadership style. Based on practical examples, you will learn methods to lead employees credibly in accordance with the brand message.

Changes within a company only succeed when leaders encourage their employees to actually change their beha-viour. Leaders therefore need profound knowledge about the reactions that change processes trigger on a human and emotional level and how these mechanisms influence strategic success.

In this training program, leaders in change situations learn about the psychological processes, which change can produce in people. They are able to deal with employ-ees‘ resistance constructively and expediently. They can communicate changes effectively in individual conversa-tions and group scenarios and deal with the emotions of those concerned in relation to the company. They are in a position to transmit the company‘s vision in such a way that employees understand and follow this vision.

Leading would be much easier if there were no unpleasant conflicts! Anyone involved in a conflict is condemned to experience their own and others‘ weaknesses. The art of leadership is dealing successfully with the collision of opposites. Conflicts not only demand good sustainable solutions, they also hide an opportunity for personal deve-lopment, for the establishment of stable relations and for innovations.

The training program improves participating leaders‘ abili-ties to manage conflicts and profit from the development opportunity. They learn to identify and constructively solve the hidden causes of conflicts - sensitivities, disappoint-ments, unspoken expectations or lack of understanding. They gain a greater sense of security in conflict situations, even when they are personally concerned.


POWER OF THE BRAND IN EMPLOYEE LEADERSHIP

LEADING CHANGE CONFLICT MANAGEMENT FOR LEADERS

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Countless studies prove that leaders have a big influ-ence on the performance and health of their employees. Appreciation is one of the pillars for long-lasting com-mitment. In contrast, a lack of appreciation is one of the main causes of negative stress, of the inclination to inner resignation and the increase in sick days. Leaders there-fore have the choice to either worsen stressful situati-ons with still more pressure or improve them through „healthy leadership“.

In this training program, leaders learn to recognise their own behavioural patterns in stressful situations and develop releasing alternatives. They experience selected health-promoting tools and integrate these into their leadership concept - tailored to individual employees. They improve their awareness of structures and beha-viours that are a risk to health, in order to minimise these for themselves and their employees.

In our leadership project, participants are assigned a project and complete the relevant tasks, such as project budgeting or resource planning, exactly as if they were in a real working situation. At the same time, they are tested on communication, teamwork and leadership. Finally, the participants reflect on their actual behaviour and get useful tips for day-to-day operations.

Groups can only master the whole challenge when they organise themselves and their limited resources well. Par-ticipants experience all the phases of a real project, from budget approval and objective clarification, to project, resource and personnel planning and project completi-on. They experience the process in different leadership and employee roles. Their leadership behaviour is tho-roughly evaluated; detailed reflection ensures transfer. Learning focuses on the field of leadership, project and conflict management, teamwork, group dynamics and self-management. The outdoor leadership project can be carried out in different timeframes (2 to 7 days).

HEALTHY LEADERSHIP NEULANDS LEADERSHIP PROJECT


47


Our group coaching allows experienced leaders to opti-mise their leadership concept. They are supported by trainers, who themselves have many years of leadership experience. Group coaching provides an opportunity to look at each individual employee and provide effective tools, tailored to the individual situation. For example, formulations can be worked out, which can then be implemented in the next appraisal interview.

The high impact of the tools enables your leaders to guide each individual employee towards independent actions - and with no added time commitments. Neulands group coaching relies on individual development issues and „burning“ management issues; the actual process is therefore only determined in conversation with the parti-cipants and optimally tailored to their needs. This format is easily combined with other development elements.

„Leadershipping“ is leadership and self-management training on a sailing vessel. As a result of the high level of social intensity, the inevitable demands on their own behaviour and the live situation, participants learn to take on responsibility at the right time and with all its consequences, whether as a team member or „temporary captain“.

For leaders the time spent on the ship provides an oppor-tunity to reflect on aspects of self-management and system (organization) design and control in an unusual and demanding setting. By means of regular reflection conversations on board, all experiences become learning experiences and discoveries, which lastingly influence executives from all levels. Participants require no sailing knowledge, as the responsibility for the ship and team remains with the skipper and trainers at all times.

NEULANDS GROUP COACHING FOR OPTIMUM LEADERSHIP MIX

NEULANDS LEADERSHIPPING

System design and control

49

TRAINING ON MANAGEMENT

Management relates to the design and control of the content, structure and processes of a system. System design and control means creating a framework, which enables employees to achieve the short and long-term objectives of the organisation in the best way possible and ensures that the organisation remains equipped for the future. Essential to the success of the framework are clear regulations and a culture, which capitalises on the different viewpoints in the team and increases the knowledge of the organisation by learning from mistakes.

To support you in this management area, we provide con-sultancy services and a range of workshop and training formats.

Two football teams face each other. In Team A, each play-er waits obediently for the coach to tell him what to do. Team B has developed a different strategy, which gives the players a framework within which they can decide and act for themselves depending on the situation. Is there any doubt over who would win this game? Systemic management corresponds to the approach of the coach of Team B, who leads through context management. Instead of wanting to directly control people, he creates a frame-work and rules, to enable self-organisation.

In this training session, executives can broaden their perspective of the workings of organisations through a systemic understanding of organisations and manage-ment. They learn the meaning of targeted management in an organisation, which is conceived as a dynamic, complex system environment. They learn how to use the techniques and methods of systemic management, share their experiences and examine how systemic perspectives can be integrated into the organisation.CONTENT AND METHODS OF

OUR IN-HOUSE TRAININGS ARE CUSTOMISED EXACTLY TO THE NEEDS OF YOUR ORGANISATION AND THEIR TARGET GROUPS.

MANAGEMENT IN COMPLEX SYSTEMS

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Tasks are increasingly performed in projects. Everyday operations are shaped by them. Projects often enter troubled waters, sometimes they run aground. Experience shows that project leaders who understand norms and tricks of project management and how to implement them correctly are more likely to succeed. They can effectively navigate projects through the cliffs of the organisation.

In this training, project managers acquire the ability to structure and initiate projects professionally, to estimate risks and to calculate cost and effort. They learn to lead their team, to distribute tasks and to make responsibili-ties transparent. They learn how to keep the project in view and how to recognise and avoid pitfalls. The training also provides an opportunity to contribute their own practical experiences and to reflect on them in a group.

A project leader faces multiple and challenging demands. In a short time, they must form a powerful and compe-tent team. They must create a framework, so that eve-ryone works towards a common objective on their own responsibility, subject to a prescribed budget and time restrictions. Disturbances within the project team, and in the surrounding environment, must be recognised early on and overcome together with the team.

This training enables project leaders to expand their (urgently needed) leadership skills. They learn about the different leadership styles and develop their own perso-nal project style. They learn how to delegate tasks in the team and make responsibilities transparent. They reflect on their role and develop a culture of communication, to achieve exceptional results in difficult conditions. They learn the basics of leadership without authority and the leadership of virtual teams.

PROJECT MANAGEMENT LEADING IN A PROJECT


51

Have you done everything according to the right methods? Yet is the success of the project still seriously at risk? Many projects fail not because of a lack of planning or expertise, but they get caught in the net of invisible resi-stance. At some point the warning signs appear: promises are not kept, emotionsand accusations are boiling over, and the time pressure is unbearable…

People are not machines; they often act differently than planned. Good project leaders know that. They prevent friction losses and conflicts and can deal with any that arise. In this training, project leaders learn how to ana-lyse impacting forces and integrate different interest groups. They learn techniques to anticipate and deal with conflicts. They are then able to minimise friction losses, stress and frustration in the team and ensure effective collaboration in spite of the pressure of success.

Resistances in the project environment, lack of support in the organisation and a lower perception of project successes are often the consequences of insufficient project marketing. Systematic project marketing helps to avoid unnecessary effort in the fight against resistance and helps to minimise friction losses. Project marketing demonstrates successes step by step; it anchors the pro-ject not only in the company and with clients, but also promotes identification and motivation within the project team.

In this training, project leaders learn how to implement project marketing systematically in all phases of the pro-ject. They learn how to use channels of communication efficiently and creatively and thus increase the success of their project. They learn to get all the different inte-rest groups „on screen“ and to communicate with them adequately.

Leaders of international projects must consider how different cultures effect communication, relationship structures, working methods, values and behaviour and must bring team members to a shared understanding of the project.

In this training, project leaders learn which factors can influence the success of international projects and how they can shape collaboration within the project cultu-rally adequate. They increase their awareness of culture-specific behaviour and learn methods to diagnose cultural differences. They practise to reflect work situations from different perspectives and develop solutions to suit eve-ryone. They learn to use the different strengths of the team and effectively integrate them into the project.


PROJECT MARKETING INTERNATIONAL PROJECT MANAGEMENTDEALING WITH CONFLICTS AND POLITICS IN PROJECTS

Self-Management

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SELF-MANAGEMENT TRAINING

Each individual is surrounded by a complex tapestry of relationships at work and at home. How do we manage to regulate ourselves effectively in the face of incidents, expectations and demands from our surroundings and to lead a healthy, successful and happy life? How are con-tradictory objectives balanced out and reconciled through new approaches?

Self-management means questioning one‘s own thinking and behaviour constructively. In this way people can change their mental models and expand their behavioural options, to find new individual strategies for everyday life and work.

Self-management requires a high degree of self-reco-gnition and self-awareness - in particular with regard to the values, preferences and emotions which guide our everyday behaviour. If someone wants to lead, especially other leaders, being aware of their role, position and responsibility is critical. Successful self-management and emotional stability depend not on methods, but on a high degree of awareness and the correspondence of your inner attitude to your personal conduct.

In this training, participants get the opportunity to deal with themselves, their role model and its effects on others. They learn how their personality influences their leadership behaviour and compare their value spectrum with that of the company. They also learn to recognise feelings and their effects on everyday leadership.

In order to gain new ideas and insights, it is essential to step away from our currant references and way of doing. If you really want to know who and what you are, it is important not to be side-tracked by everyday demands but to immerse yourself in a completely different con-text. This unique coaching format used leads participants through a landscape of extremes and opens up space for:

■ awakenings, detours and surprising insights

■ mindfulness and tranquillity

■ an „experience“ in its original sense (experience = „having gone through something completely“)

■ an arrival at something new

In our daily “being on the way”, the participants are led back to the essentials - body, perception, speech and action. The awareness of one‘s own resources and for-thcoming changes is sharpened. Accompanying trainers support participants with thought-provoking impulses, short coaching sequences and suitable dialogue processes in the group.

SELF-MANAGEMENT CHALLENGE THE ROAD LESS TRAVELLED

CONTENT AND METHODS OF OUR IN-HOUSE TRAININGS ARE CUSTOMISED EXACTLY TO THE NEEDS OF YOUR ORGANISATION AND THEIR TARGET GROUPS.

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Coaching is an invaluable tool for questioning existing thought processes and behavioural patterns. For experi-enced managers in particular, meeting with an external coach is almost the only way to continue to develop professionally. Often, personality traits and behaviours, which have been successful and beneficial for a long time, prove to be critical or detrimental to further pro-fessional development. In these and similar situations, coaching offers a protected space to enable sustainable development.

COACHING AS AN INSTRUMENT FOR ORGANISATIONAL DEVELOPMENT

■ Support in organisational change processes

■ Background processing in situations with a high risk of interference

■ Support for key figures in their role model

COACHING IN MANAGEMENT DEVELOPMENT

For young leaders:

■ Transition from colleague to leader

■ Development of targeted, authentic behaviours

■ Self-perceptions – interpersonal perception comparison

■ How to deal with employees constructively and motivationally

For experienced leaders:

■ Self-organisation: concordance of leadership work and operative work

■ Leadership of individual employees, leadership style

■ Distance leadership

■ Changes in working style to prevent burnout

■ Health-promoting and resource-oriented leadership

■ Gender-specific strengths and weaknesses

Career planning and professional guidance:

■ Professional objectives, concrete steps towards a new position

■ Self-presentation in interview and assessment centres

COACHING

TYPICAL APPROACHES AND FIELDS OF APPLICATION

55

COACHING MODEL

About us

57

OUR FORMATS

WORKSHOP

Just as craftsmen need special tools for different

tasks, so we also work with different tools for

employee and organizational development. We rely

on a mix of traditional formats, on-the-job approa-

ches and new mobile learning formats.

Workshops are used to re-structure existing know-

ledge and structures or to integrate new know-

ledge efficiently. We provide consultancy, planning

and moderation of board and leader meetings,

conferences, vision workshops and many other

workshop formats.

Training is mainly used for knowledge transfer

and the integration of knowledge into individual

behaviour. We train your leaders according to cur-

rent standards and use content, which is tailored

to your organisation.

Training on the job provides a unique opportunity

to integrate theoretical background directly into

the day-to-day working situation. This training

format enables the fine adjustment of individual

abilities and behavioural patterns.

A trainer follows the participant like a shadow

through their working day and gives feedback.

The trainer provides learning opportunities, which

are used independently by the participant. Self-

directed learning can also incorporate mobile and

social learning.

The leader has a partner to converse and interact

with, who reviews the plausibility and congruency

of planned measures in concrete situations.

In a lecture, themes are illustrated in context

pointedly and tailored to each forum.

Coaching is an ideal tool to support and accom-

pany personal development processes. It can also

be used for the supervision of groups.

The learning content meets the personal needs

and learning profile of the participant. The trainer

acts as an individual coach.

Consultancy helps your organisation to expand

the spectrum of alternative solutions, to select

suitable solutions and implement them using

appropriate procedures.

TRAINING

TRAINING ON THE JOB

SHADOWING

SELF-DIRECTED LEARNING

SPARRING

COACHING

INDIVIDUAL TRAINING

CONSULTANCY

LECTURE

58

OUR FORMATS

Collegial consultation is a form of learning for

individuals or groups. It also functions as know-

ledge management in organisations. Colleagues

with same or similar problems meet to discuss

and work on these individual issues. Multiple

ideas and responses emerge, which help the indi-

vidual to make decisions and take action. At the

same time, all colleagues learn from the example

of the individual.

Project work is a process for the practical applica-

tion of learned skills and provides an opportunity

to refine and improve these skills. We regard the

use of project work as an important opportunity

to expand skills, particularly in development of

leaders.

We introduce various methods to improve the

transferral of what is learned into everyday

situations. This includes before and after tests,

telephone transfer coaching, collegial learning,

internet-based exchange formats and podcasts.

Webinars serve to transfer clear knowledge con-

tent and are mostly used as modules in longer-

term learning processes. They can be expanded

by means of preparatory and/or follow-up tasks.

Neulands Campus is an alternative conference

format that aims to combine maximum infiltra-

tion of issues with the greatest possible involve-

ment of all participants.

Neulands Leadershipping is a leadership and

self-management training on a sailing vessel. For

the participants the time on the ship provides an

opportunity to reflect on aspects of self-manage-

ment and management in an unusual and deman-

ding environment. Regular reflection rounds on

board ensure that all experiences become lasting

learning experiences and insights.

COLLEGIAL CONSULTATION

PROJECT WORK

TRANSFER METHODS

WEBINARS

NEULANDS CAMPUS

NEULANDS LEADERSHIPPING

59

OUR TEAM

INTERNAL TRAINERS | CONSULTANTS | COACHES | MODERATORS

ASSOCIATED TRAINERS | CONSULTANTS | COACHES | MODERATORS

Isabell Huschka Sabine Hennig Stefan Groß, PhD Martin Merdes

Detlef Dorau

Sabine Merdes Nicole WalendyArmin Hoferer Stefan Spies Simone Müller Maic Stäbler

Georg Neubauer

Jürgen Sammet, PhD Gabriel Kroes

Ilona Dorn de Carvalho

Michael Schleppe

60

OUR TEAM

Stefanie Richter Matthias Gestrich Udo Kreggenfeld, PhD Dietmar JakobiAnne Kimmle

Hilke Steffens Markus Thoenes Birgit Beutel Markus Blaschka, PhD Thu Phong VoungShoshanna Cogan

Angela Henke

Marianne Müller

61

NEULAND & PARTNER: WE DEVELOP FUTURITIES.

Success in the future depends on the priorities you set today. The best way to be prepared for the future is through development. Neuland & Partner can provide support for you. As a premium service provider based in Germany with an international outlook and a wide range of services at the highest level, we can make your com-pany fit for the future: through the effective, targeted and strategy-oriented development of your employees, leaders and organisational structures.

Clients value the high level of professionalism of our trainers, consultants, moderators and coaches - and their passionate commitment to working with people in orga-nisations. Learning and development processes, which we introduce, can be demanding, challenging, surprising and occasionally also strenuous. But they are never imprac-tical or boring.

Our clients include companies and divisions of all sizes, from market-leading medium-sized enterprises to inter-national concerns. Alongside our open training program for the development of employees and leaders, we carry out more than a thousand in-house measures per year, from board moderations to development programs for large groups of specialists or management levels. Our working languages are German, English, Portuguese, Spa-nish, Italian and Chinese.

In order to bring about qualitative growth in a com-pany, high quality standards in terms of content and methodology must be met: this is the standard by which we measure ourselves. Our development formats and concepts are based, on the one hand, on a thoroughly analysis of the starting position in your company and, on the other hand, on the pragmatic implementation of sci-entific findings. We implement skills and strategies that can be directly applied. These will visibly and sustainably boost the contribution of decision makers, leaders and teams to the effectiveness of your company.

Neuland & Partner was founded in 1998 in Fulda. We are represented by more than 36 permanent and 45 freelance employees in Fulda (head office), London, Rio de Janeiro, New York, Shanghai and Cape Town.

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We offer a diverse portfolio of training and consultancy services within our three areas of operation, designed precisely to meet individual needs in terms of metho-

dology and content. We work closely in partnership with your decision makers in HR and management to ensure the optimal integration of all measures within

the company environment and the overall strategic framework.

Neulands Institute for Personnel Development develops strategically important core competencies in your employ-ees. The „learning & development“ area is aimed at all the „development workers“ in your organisation: staff develo-pers and leaders, as well as internal trainers, consultants, moderators and coaches. We enable these people to bring the company closer to the ideal „learning organisation“ through their work and their example. The optimisation of „moderation, communication & collaboration“ is the second focus area. Here we develop individual key skills such as presentation, rhetoric, conversation or moderation, as well as the ability of teams to work together efficiently and effectively. In the area of „self-management and coaching“ we address topics such as the management of stress, time, performance and health and support individual employees through coaching. The aim is to develop a resource- and solutions-based, learner-friendly attitude, which has a positive impact on employee satisfaction and the overall performance of the company.

Neulands Academy for Modern Leadership is a deve-lopment, consulting and dialogue forum, which aims to establish and advance leadership performance on all management levels. Our understanding of leadership is based on the four pillars of employee leadership, manage-ment (system design and control), self-management and leadership ethics. We understand leadership as the targeted exertion of influence, and effective leadership behaviour as the most important key to a company‘s suc-cess. On this basis, we carry out tailor-made development programs, implement leadership tools and support your executives, from team leaders to board members, in their personal development. We advise your HR department on all issues of leader and leadership development.

Neulands Center for Organizational Development sup-ports companies in the enhancement of organisational performance and individual development by increasing alignment among the various systems within the overall system.

Our experienced organisational developers support you through all interventions in strategic planning, leadership development, performance design, organization design, change management, diversity and culture, communicati-on, personnel development, team development, coaching and work-life-balance.

We secure the success of your development processes by ensuring the optimum involvement of people within the company.

OUR SERVICE SPECTRUM

NEULANDSINSTITUTEfor Personnel Development

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OUR PERSONNEL DEVELOPMENT SERVICES

■ Knowledge transfer

■ Our training: Qualification for trainers, moderators, coaches and consultants

■ Designing learning processes

■ Cooperation

■ Team development

■ Presentation & rhetoric

■ Communication

■ Self-management

■ Coaching

LEARNING & DEVELOPMENT

OUR IN-HOUSE SERVICES AT A GLANCE

MODERATION

COOPERATION

COMMUNICATION

PERSONAL DEVELOPMENT & COACHING



PERSONNEL DEVELOPMENT

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Would you like to implement development measures in your company? Are you looking for a suitable partner? We would be delighted to meet with you personally to discuss the development needs and specific circumstances within your company.

We develop a suitable concept in collaboration with you and create a personalised service offer. We are happy to introduce you to the trainers, consultants or coaches, who may work on the implementation of planned measures.

For the implementation of complex or large measures, you will benefit from the services of a project manager from Neuland & Partner, who will stay in contact with you for the duration of the project, ensure the quality of all sub-measures and the sustainability of transfer results.

Neuland & Partner provides comprehensive support for you and your development process, from a detailed needs analysis to implementation and knowledge transfer.

Doreen Walk

AssistanceNeulands Institute for Personnel DevelopmentNeulands Academy for Modern LeadershipNeulands Center for Organizational Development

Fon +661 [email protected]

CONTACT US

YOUR CONTACT PARTNERS

Isabell Huschka

Head of LeadershipTrainer, Consultant, Coach and Facilitator

Von-Schildeck-Straße 12 ::: 36043 FuldaFon +49 661 93414-0 ::: Fax +49 661 93414-20

www.neuland-partner.de ::: [email protected]

Documents

Fke inhouse englisch