Advanced training for companies

We help in increasing your success with our trainings. Depending on the initial situation and objectives, tried and tested training modules related to company training are available to you. We would also be happy to develop a solution tailored to your company – e.g. for change management processes.

We conduct our seminars according to the requirements in your company or in our seminar center in Leipzig. We would be happy to inform you personally about effective consulting and training in the form of seminars, training and coaching.

Qualification / professional development

You tell us the challenge you want to overcome and we will take care of the solution.

We ensure entrepreneurial success by purposefully increasing the social-interactive and communicative performance of employees and managers. As your “Soft skill Performance Manager”, we see ourselves as experts for successful and sustainable training. With our training method, soft skills with a focus on personality traits such as empathy, charisma, persuasiveness, self-confidence, etc. are implemented in the behavior of the participants and anchored in a sustainable manner through their sense of well-being.

For example, do you want

  • to improve your communication and presentation skills?
  • to increase service quality and customer satisfaction?
  • to optimize the handling of complaints?
  • to achieve higher sales volumes?
  • to acquire more leadership skills?
  • to improve training and education quality?
  • to ensure a more target-oriented mode of operation?
  • to optimize processes, work organization or cooperation?
  • to achieve your goals in change management processes?

 

Then we offer you the appropriate training solutions.

Communication as the basis of every improvement.

The development of communication skills develops personal competencies, for operational cooperation, for increasing customer satisfaction or service figures or for more professionalism and thus satisfaction in one’s own job. With the help of creative practical units, we convey the ability to use communication psychological basics directly on the phone, in face-2-face contact as well as in writing in a goal-oriented and successful way as (non)-verbal and emotional instruments.


Contents (excerpt):

  • Communication models
  • Verbal and non-verbal communication
  • Perception types
  • Conversation and questioning techniques
  • Conversation phases and their features (welcome, solution, final phase etc.)
  • Special features of telecommunication
  • Communication in service
  • Professional complaint management


Procedure:

  1. Analysis of the discussions and results (defining the main levers)
  2. Workshop with theory part (individual learning units)
  3. Practical coaching in direct daily business with the support of the trainer
  4. Deferred ComeBack-Days (monitoring learning success and ensuring sustainability)


Suitable for: all employees of all hierarchical levels and professions.

With conviction to sales success.

Our sales training courses have the goal of sustainably improving your sales results in the shortest possible time. In addition to increasing the response rate to increase the sales opportunity and promoting the quality of the response to increase net sales or the sales volume, we also increase employee motivation through experiences of success.


Contents (excerpt):

  • Professional product approach of lead products as well as cross-selling, add-on and on-top products in the store, at appointments and on the phone
  • Persuasion strategies for greater commitment
  • Sales psychology on the theoretical background of sales success: What influences buying behavior? How are stimuli generated? How are needs aroused? What is behind an advertising statement?
  • Integration of the mental closure after resolving the customer’s concern
  • Use of emotional markers for sales transitions
  • Anticipatory sale
  • Closing techniques


Procedure:

  1. Analysis of the discussions and results (defining the main levers)
  2. Workshop with theory part (individual learning units)
  3. Practical coaching in direct daily business with the support of the trainer
  4. Deferred ComeBack-Days (monitoring learning success and ensuring sustainability)


Suitable for: Employees of all hierarchy levels in every sales-oriented business area in face-2-face and telephone contact.

Acquiring competence for the benefit of the organization’s goals.

We understand effective leadership as the combination of classical, key figure-oriented management and development-oriented behavior of the executives in the sense of challenging and promoting according to human strengths and weaknesses. We train prospective and experienced managers with the aim of strengthening their leadership skills in order to win, inspire and retain people. Focal points can for example be conflict management, team building or the creation of clear structures in the operative business.


Contents (selection):

  • Basics of leadership
  • Target management
  • Moderation and conversation techniques
  • Reading and applying management skills with key figures/statistics
    Coaching
  • Comparison and solution approaches for leadership and management
  • Strengthening the team spirit
  • Conducting potential discussions
  • Information policy & kick-offs
  • Using team assessment, team roles and typologies
  • Ability to deal with conflict
  • Clear formulation of expectations for employees
  • Solution-oriented critical discussions
  • Team building and motivation
  • Personalized role model function
  • Communication within the team
  • Methodology and didactics for managers
  • Methods for applicant selection and performance team development
  • Distance guidance and digitalized guidance
  • Change management and dealing with resistance


Procedure:

  1. Workshop with theory part (individual learning units)
  2. Practical coaching in direct daily business with the support of the trainer
  3. Deferred ComeBack-Days (monitoring learning success and ensuring sustainability)


Note: Our training programs are modular and therefore highly individualized for managers at all levels of the hierarchy. We map the topics according to your needs. On request, we use our dynamic concept of adaptation and extension to the respective actual situation on the site. This flexible, practical and highly goal-oriented approach is unique in management development.

Suitable for: Managers at all hierarchical levels, project managers with/without management responsibility, trainers, consultants and entrepreneurs.

More performance – fewer absent days – higher satisfaction/motivation and profitability!

Health management is valuable not only for sick employees, but for all employees. This means that the focus is not on illness but on well-being, i.e. the measure is neither a company requirement nor a working time avoidance program for employees. With a scientifically proven intervention program, we make the participants aware of how they can achieve more well-being, satisfaction and thus health throughout their lives as a matter of course, almost unconsciously.


What do we achieve with this:

  • Increase in employee satisfaction and motivation
  • Demonstrable increase in the health rate by at least 1% (on a team basis)
  • Implementation of the idea of self-responsibility for well-being and health

“It’s worth it!” Request the business case.


Procedure:

  1. Individual analysis of the current situation and adaptation of the “energy@work” intervention program
  2. Implementation of six workshop units/interventions in 6 weeks of 1.5 hours each
  3. Can be optionally supplemented with preventive voice and speech training


Suitable for: All employees of all hierarchical levels and professions.

Organization development
Realizing changes with the counter-current principle.

Organizational development refers to the strategy of planned and systematic change, which is achieved by influencing the organizational structure, corporate culture and individual behavior. All affected employees should be involved as much as possible [1].
The two most common approaches to implementing corporate change are briefly outlined below: The top-down approach develops the change process from top to bottom. It starts with the top management level, which develops its ideas about the company’s development in the form of goals and implementation strategies and passes these on to the organization for implementation. Such an approach to change, which has the approval of top management from the outset, is easier to control, but it blurs the view of middle management in the worst case scenario and can fail due to resistance from employees. As a counterpart, the bottom-up approach starts with the lowest level of the hierarchy, who formulate their own ideas and their own concepts of change. This enables practical ideas to be developed without excessive expectations of their implementation. The weak point of this approach is the lack of insight of this level into cross-company interrelationships; in addition, structural difficulties can arise during implementation [2].
In order to combine the advantages of both approaches, we proceed according to the counter-current principle. The change process starts at the management level in this case too, where the overriding goals are formulated. However, these are to be regarded as provisional and are broken down into sub-goals, evaluated and put into concrete terms at the subordinate level. In this way, the operational perspective is incorporated into the change process. These adjustments and suggestions for improvement go back to the management level and are reviewed and coordinated there. The procedure requires a clear communication culture within the company, which we promote and establish within the framework of the organizational development that we support. The time-delayed combination of a top-down and bottom-up approach makes it possible to integrate the drivers of both approaches: Role model effect from the top and participation from the bottom.

Source:
[1] Schewe, G.: Organization development, article in Gabler Wirtschaftslexikon, Version 267246 https://wirtschaftslexikon.gabler.de/definition/organisationsentwicklung-43924/version-267246
[Access: 12/08/19]
[2] Hofmann, H., Poltermann, A. (2017): Bottom-up organization development Handbook on support for vocational rehabilitation facilities, pages 9-10. (online https://www.f-bb.de/fileadmin/PAUA_Materialien/7_PAUA_Organisationsentwicklung_bottom_up_01-min.pdf [access: 12/08/19])

Other views on your organization.

For optimal results, we analyze the initial situation in advance, acquire company-specific and specialist knowledge and then define the goals to be achieved together with you. The analysis consists of two main parts:

  1. Primary analysis: The first analysis step takes place on site. The focus is on the organizational form, stakeholders, resources, distribution of tasks, etc. Through the targeted deployment of several SPM-2000 trainers (project managers), we combine different perspectives and questions.
  2. Secondary analysis: The second analysis step can be done virtually. The focus is on all relevant and accompanying KPIs, including their long-term and short-term development and interactions.

Individual measures geared towards the goal.

Based on the analysis days carried out in advance, we determine the initial situation of the company. After defining the objectives, we then agree on the further training measures required to achieve the objectives, consisting of training and coaching as well as management and project manager days. We align the individual measures with the respective target groups (employees, specialists and managers, etc.) while doing this. This process serves the purpose of individualization and is carried out together with our client.

Goals are defined at the beginning of every organizational development. We usually strive for a balance of key figures in the areas of sales, quality and productivity. In addition to the KPI goals, which we consider in short, medium and long-term, we also pursue methodical goals. These may include, for example, the development of specialists and managers in independent and responsible coaching.

We work towards sustainability and commitment right from the start.

At the start of the measures, kick-off meetings are held to ensure that all the specialists and managers involved understand the contents. The common understanding of the previously agreed objectives, including the interactions between site and divisional objectives, is the primary objective. The identification of common success factors in the cooperation finally leads to the creation of a ‘project plan’, wherein clear responsibilities and representations are defined on the basis of strengths. This also includes feedback loops for mutual calibration and internal/external control mechanisms. For maximum commitment, we call for the commitment from all parties involved: “These are our goals, this is what we want to achieve and we stand behind these derivations”. Throughout the entire period of the measure, we achieve transfer security and networked communication by handing over employee commitments and involving the managers.

Added value through active participation.

During the active project phase, we support the company through targeted employee-related measures and the soft skills optimization of all participants.


Contents (excerpt):

  1. Workshop with theory part for specialists and managers
  2. Workshop with theory part for employees and managers including coaching with group feedback
  3. Practical coaching for employees in direct daily business with the support of the trainer
  4. Deferred returnee coaching for employees to monitor learning success and ensure sustainability
  5. Individual coaching of specialists and managers in the form of coach-the-coach on employees in daily business
  6. Weekly project telephone conferences


Monitoring/visualization

Regular measurements and monitoring are among the success factors of organizational development. This includes the following elements, for example:

  • Daily tracking of target KPIs and monitoring at team and site level
  • Daily visualization of target KPIs and motivational actions with focus on comprehensibility
  • Weekly performance transparency for all actors
  • Coaching lists to control the number, distribution and quality of coaching


Active participation

The measure is supported, among other things, by the opportunity for all those involved to actively participate in the design of the project in accordance with the counter-current principle. This includes the establishment of feedback loops as well as personal support on management and project management days. Furthermore, the focus is on the promotion of management competence in the derivation of measurable and sustainable employee measures that can be influenced in accordance with the objective. By focusing on personal responsibility and cross-hierarchical networking, we contribute to agility.


Added value (ROI)

In addition to the calculable profits from increases in productivity or sales figures, we generate literally ‘priceless’ benefits with our organizational development: Increase in customer satisfaction, increase in employee satisfaction, positive effects on the company and/or service image, strengthening of the social skills of all participants, etc.

Last but not least, our result guarantee in the form of bonus/penalty regulations for your return on investment makes us unique.

Implementation of knowledge competence into the constantly available behavioral competence.

One of our core focuses is on sustainable corporate development. We achieve this through our sustainability formula, among other things: The sustainability of the measures is made clearly understandable by means of KPIs, which can only be influenced by sustainable effects.

Through the targeted integration of all internal specialists and managers right from the start of the measure, we create new structures with a long service life (e.g. feedback loops, weekly coordination of the focus KPIs, internal controlling, etc.), which are brought to life over the duration of SPM 2000 support.

The so-called transfer phase serves to hand over to the internal managers and the management. When we leave the locations at the end of the measure, we do not leave any gaps, but rather a self-sustaining concept created by strength management. What has been learned is transferred internally into regular processes and independently transferred to areas that have not yet been dealt with.

Commissioned work
Customized training.
We are happy to develop training and further education measures according to your ideas and objectives. We will accompany you from the conception (training to organizational design) to the implementation. You will find an extract of successful contract work below:

Call center expert

Call center expert (ROI project)

Holistic call center training and advanced training;

Across divisions and hierarchies according to individual target parameters

Commercial coach

Commercial coach (ROI project)

Sustainable increase in the company's key figures in the stationary trade as well as the general job satisfaction due to pragmatic solutions and individual employee development

NPS/FSI/ACCI/CSI specialist

NPS/FSI/ACCI/CSI specialist (ROI project)

Making customer satisfaction instruments more realistic and thus initiating a positive development of customer satisfaction

Management workshop

Management workshop

"Clear the stage" for 200 managers for a large German employment company with the aim of increasing self-esteem and personal responsibility

Management cascade training

Management cascade training

"Winning, inspiring and retaining people" for 250 managers for a large German financial services provider with the aim of deploying, motivating and retaining employees according to their strengths

You are also welcome to have a look at our references.
If you have any questions, our team is at your disposal.