Leadership training: leading when everything is changing

Open seminars bring together participants from different companies and work with generic cases. My training runs in-house with the leaders of your company and on situations from your plant. The group develops a shared language and can hold each other accountable afterwards. For individuals looking for a network outside their company, an open seminar may still be the better choice.

All levels, but not all in one group at the same time. I train shift leaders and team leaders, foremen and group leaders, department and division heads, and management teams. The topics overlap, the cases do not. A shift leader needs tools for the daily shop floor conversation, a division head needs tools for steering through key figures. It works best when several levels are trained one after the other and the upper level knows what the lower level has covered.

A single module takes one day, sometimes two. Because leadership only changes through practice, I usually plan series of two to four modules four to six weeks apart. Such a series runs over three to six months. I offer compact one-day formats for clearly defined topics, such as lateral leadership in projects.

Lateral leadership means leading people without being their line manager. It affects project leaders, lean coordinators, process owners and everyone who works across departmental boundaries. They cannot give orders; they have to convince, balance interests and create commitment without sanctions. I worked this way for many years myself and pass on the tools that really hold up in the training.

Yes, it is one of my most frequent formats. The best specialists get promoted and suddenly lead their former team, often without preparation. In the training we work on the change of role: the first conversation, dealing with former colleagues, delegating instead of doing everything yourself, giving feedback in shift operations. The ideal time is the first months after the appointment, ideally combined with individual coaching.

Through behaviour and key figures, not satisfaction forms. Before the training we agree with senior management what should change: for example that shop floor rounds take place daily, that deviations are escalated promptly or that employee conversations are held. We check these points in a short review after a few months.

I charge by effort or as a package for a series of modules, including preparation, delivery, materials and follow-up. I quote specific amounts in the free initial consultation, because a single day for eight team leaders and a multi-month series for three leadership levels are not comparable. Travel costs are shown separately and transparently.