The acronym stands for “Softskill Performance Management“. The number refers to the year of foundation.
We have a presence and virtual presence throughout Europe. In the last three years alone, we have been on the road in seven countries at various locations. Our trainings and coachings take place in German and English, we also have other language skills in our team.
Our methods take effect wherever people organize themselves and communicate with each other. We have realized projects in different industries (healthcare, cosmetics, IT services …) and always adapt to the customer and his needs.
In the field of telecommunications, high requirements and complexity come together. Processes, reporting, number work and derivations are extremely sophisticated. Other industries can benefit from this knowledge.
As our focus is always on people, we offer solutions for all complex organizations. Corporations benefit from our quality standards and framework agreements, while SMEs benefit from our eye for diverse solutions and our experience in dealing with complexity. We offer entrepreneurially flexible approaches that are tailored to the requirements of each client.
Yes, our open seminars are also available for private customers. If you are interested in an individual offer, please contact us.
We allow ourselves to be measured by our results and work together with you to achieve the goals. With us you will achieve a sustainable increase in your company’s key figures due to pragmatic and individual solutions. We establish at least the return-on-investment of your qualification measures. For this, we calculate a business case based on a deeper analysis of your figures (targets, current figures, target achievement of the last months, benchmark, etc.). As a rule, the bonus/penalty for performance projects is +/- 20%.
The personalities of employees and managers are diverse, the corporate culture colorful and the work structures complex. Achieving lasting change without jettisoning the tried and true and leaving people behind takes time and can only be done with a coordinated variety of methods and using multiple levers. Our approach interlocks and is coordinated to meet precisely these requirements. In short, if something complex is to be changed, a complex approach is also required, not just simple training.
Specifically, this depends on the requirements, the goals and the use of resources. In general, our training courses have a practical component of approx. 70% and up to 50% take place in day-to-day business. One-on-one coaching sessions are also scheduled at approximately 60% in the workday. However, certain formats (e.g. team building in management development) explicitly require leaving the regular working structures.
If the commitment to further training is to pay off (return on investment), this is only possible through sustainability. Our goal is to establish a self-sustaining system and bring new behaviors to people in a sustainable way. On the one hand, we use the momentum of change management processes. On the other hand, we take care not to leave any scorched earth behind and to make all employees and managers who are to carry on what they have learned responsible themselves.
The exact number of deployment days and trainers, as well as their distribution, depends on the specific requirements and resources, the goals set and the general conditions. We do not offer off-the-shelf solutions but create an individual offer based on your profile.
The trainers choose SPM 2000 because we are responsible for the result. We are not a classic agency because we do not work with network trainers, but train all trainers ourselves. We always work as a team, not as lone wolves.
For us, training, coaching and project work cannot be converted 1:1 from analog to digital. The didactic and methdical requirements are sometimes extremely different. This can be seen, for example, in in the length of training sessions, the use of media, or the frequency of contacts. In our experience, hybrid projects should be completed in presence at the beginning (building the relationship level), at special events (positive or negative) and at very complex issues.
With our projects we bring change into companies. This transformation takes place in a targeted manner and is methodically accompanied by us over a defined period of time. Even seemingly small changes, such as working on sales skills, can bring unrest to companies beneath the surface as certainties dissolve. Our change expertise is a critical component of our work because it enables sustainability.
People’s attitudes are the basis on which we build our further development. It is our job to challenge them, to convince them, and to pick up the individual where he/she stands. We will not optimize every setting, but will look at the attitude of the majority of >60%. The support and cooperation of managers is essential here. Because without leading by example and the mindset to improve, the fertile ground for our actions is missing. We initiate the change in awareness and bring it to the goal together.
Soft skills are the soft factors that develop personalities, make cooperation productive and bring professional skills to bear. In our opinion, they are the basis for any technically performant and sustainable implementation: a volatile performance is usually a soft skill issue, not a technical issue. The conscious use of soft skills enables an enormous spectrum of new behaviors. We train factors as diverse as self-management, teamwork skills and media competence.
The alternating current principle combines the TopDown and BottomUp approaches. TopDown means the cascading of target images and procedures from top to bottom. The bottom-up approach promotes the development of solutions and the assumption of responsibility from the bottom up.
We are working to establish both principles to maximally mesh all levels of hierarchy, increase repeat series, and leverage perspectives from both sides.
Commitments strengthen trust: in oneself, in each other, in the company. For this to happen, they must be lived properly, i.e., developed at eye level, made transparent, and responsibly tracked. For the formulation we use the method according to SMART (Specific, Measurable, Attractive, Realistic, Timed). In the coaching sessions, we work with the coachee to develop his or her personal goal with sensitivity, and we use this to bring teams to lived group responsibility.
A commitment is a self-agreement or consensus between coachee and coach/trainer or manager. A methodical distinction must be made between this and the target agreement, which is specified by the executive/management.
Teambuilding is an essential success factor for the factually successful cooperation of groups. We achieve togetherness, motivation and crisis safety not only through outdoor, action and fun parts. Dovetailing with the day-to-day business, the ability to deal with conflicts and agreeing on common goals, for example, are all part of the job. likewise to this.
By performance teams we mean high-performance teams, with a high level of responsibility and under strong pressure to succeed. Together we work on the last centimeters of cooperation based on psychological analysis and create a strength-based team that is flexibly aligned with the goals in the corporate context.
We work with existing key figures, examine them for meaningfulness, establish suitable auxiliary key figures and, if necessary, new ones based on our experience. For each requirement (e.g., improving leadership skills), we connect it to business goals (e.g., customer and employee satisfaction). This connection can also be indirect and act as a control number.
Numbers make the complexity of the corporate world tangible. Not just for us, but really broken down for every employee. To do this, we focus on the three most important KPIs. In this way, they provide orientation, transparency and security. They are a very important means of management work, because we take massive care to ensure that they are psychologically comprehensible for every employee, regardless of their qualifications and the framework conditions. In this regard, experience has shown that three metrics work best, regardless of who is working with them or how the day is going. For our internal reporting with clients and staff departments, we like to capture more KPIs and work with additional auxiliary KPIs.
We always focus our work and our approach on goals. In the context of projects, hundreds of decisions have to be made and a selection has to be made from dozens of methods. In doing so, we always orient ourselves to the goal, every step, no matter how small, goes in the defined direction.
We break down big goals into achievable milestones that we link to clear measures. In doing so, we check on a weekly basis to see if they are making a difference. We make time for weekly exchanges, bringing people to the table and learning with an eye toward the solution to the problem as well as BestPractise sharing. Repetition leads to the team learning to work with milestones. The teams get a routine and learn how to check again and again whether measures work and they reach their weekly goals (=milestones)
Concrete tasks that managers, teams or employees undertake are the engine of change. It is important that these are clearly formulated (who, does what, by when, how exactly), supported with examples and visualizations, and always focused on a realistically achievable (intermediate) goal. If the action is actionable for outsiders without further explanation, then it is for each team member. This comprehensibility is the basis for the success of a measure.