Knowledge management is a valuable tool for companies to promote the efficient management and use of knowledge. This training covers the fundamental concepts and methods of knowledge management, including the collection, storage, sharing, and application of knowledge within organizations. Participants will explore the differences between explicit and implicit knowledge and learn how knowledge can be leveraged as a strategic resource to drive innovation and gain a competitive edge. The course also highlights technological tools such as knowledge databases, content management systems, collaborative platforms, and even artificial intelligence, all of which contribute to optimizing knowledge exchange.

Wissen teilen, Innovation fördern: Strategien für erfolgreiches Wissensmanagement im Unternehmen

Sparking Innovation: Strategies for Effective Knowledge Sharing

Good employees are hard to find—and even harder to retain. A structured onboarding process communicates to new employees from the very beginning that they are welcomed and valued. It helps them quickly familiarize themselves with their tasks, processes, and the company. This has a long-term impact on their motivation and commitment to their organization. This training guides you in shaping the three phases of onboarding, from the moment the contract is signed to the end of the probationary period. It focuses on clearly outlining expectations, responsibilities, and processes. Key areas include advancing professional expertise, fostering team connections, and communicating the company culture at multiple levels.

Onboarding: Strategien für gelungenes Einarbeiten

Seamless Onboarding: Proven Tactics for a Successful Start

Not all leadership is the same. There are numerous models that explain which leadership would be ideal for which personality type and for which result. This e⁠-⁠training course looks at these different development models, but then focuses on a type of leadership that is geared towards the level of development of the respective employee. This is because employees need a different type of leadership depending on their skills and individual motivation. It shows ways in which the individual motivation level can be determined. It also looks at the assessment of employees‘ skills. Finally, suitable forms of leadership are presented for the different forms of motivation and competence.

Führen nach Entwicklungsstand: Mitarbeitende optimal unterstützen

Leading by Skill Level: Giving Employees the Best Possible Support

Everyone makes mistakes. It's inevitable and often necessary for learning and growth. Utilize the potential of mistakes in your team! However, ensure that the negative effects of mistakes are addressed quickly and effectively, and subsequent errors are prevented. This can be achieved by establishing a positive error culture within your team. In this e⁠-⁠training course, you will learn how negative and positive error cultures differ and the values and norms underlying a positive error culture. Additionally, you will be equipped with various methods to empower your team members to handle mistakes confidently.

Fehlerkultur im Team – Konstruktiv mit Fehlern umgehen

Navigating an Error Culture in the Team—Fostering a Positive Approach to Mistakes

The focus of this training is about building positive connections among employees from different generations and between managers and team members of various ages—both on a personal and professional level. The e⁠-⁠training course aims to spark ideas for smooth intergenerational collaboration and provides tips on the challenges and potential conflicts that managers might encounter. It also sheds light on the opportunities that come with working across multiple generations.

Generationenübergreifend führen und zusammenarbeiten

Leading Across Generations

E⁠-⁠learning is the learning format of the present and the future. Nevertheless, it often falls short of its potential because many companies forget to focus on the learners and not on the content and the technology, especially when it comes to high-tech learning. So put your learners at the center; accompany and support them in their learning process. Create a learning culture where learning is valued and encouraged.
Join us to learn about the three most popular forms of e⁠-⁠learning. This way you can work out the best combination for you and your learners. Learn about the most important motivating factors for learning processes and how you can best translate these into your everyday work in your role as HR managers or executives in order to successfully implement e⁠-⁠learning in your company. 

E-Trainings erfolgreich im Unternehmen einsetzen

Successfully introducing e⁠-⁠training courses in a company

Employees want praise and recognition - for what they accomplish every day, but also for good decisions, success and stressful work phases. Recognition is an important tool in social interaction: it not only motivates, it also shows us that we are doing something right and performing our tasks well. When confirmation is lacking, it usually affects not only the employee's satisfaction, but also their job performance. How do you manage to adequately recognize the work of your employees? How can you show appreciation to your employees? And how can you also show this to yourself? These are the questions addressed in this e⁠-⁠training course.

Führen mit Lob – Wertschätzung und Anerkennung zeigen

Leading with Praise—Showing Appreciation and Recognition

This course focuses on preventing and proactively addressing the factors that lead to employee turnover. The e⁠-⁠training course provides insights into positive employee retention, explores common reasons for job changes, and offers potential countermeasures that leaders can implement. It begins by examining the different types of turnover, then delves into what constitutes an attractive company culture and what employees expect. Additionally, the course covers the entire employee lifecycle, from successful recruiting and onboarding to exit interviews. This e⁠-⁠training course helps participants understand turnover, recognize its positive aspects, and provides practical tips for managers and HR departments on how to effectively reduce turnover in their company.

Fluktuation aktiv senken

Actively Reduce Employee Turnover 

Human beings have a strong need for connection and belonging. We all want to feel included, valued, and responsible, both personally and professionally. We want to be part of a team, contribute to shaping our work, and feel a sense of responsibility to our tasks and colleagues.  If your employees do not feel that they are allowed to “play along”, it directly impacts your company's performance and competitive edge, ultimately affecting its success.   In this e⁠-⁠training course, you will discover strategies to make your employees feel like they're truly part of the team and keep them engaged. As a leader, you play a crucial role in this process. This e⁠-⁠training course will equip you with research-backed strategies to actively enhance employee commitment.  So, let's get started!

Bindungskräfte entfalten – Mitarbeitende zu Partnern machen

Unleashing the Power of Connection: Turning Employees into Partners

This training is intended as a comprehensive introduction to the basics of Lean management. The essential contents and principles of Lean are explained, as well as the actual application—in the field of producing, as well as in the administrative field. This is possible because it is about the mindset for "Lean" thinking as well as some tools that are suitable for production and the office. In addition to theory, practical examples and transfer tasks also help to ensure that the course knowledge acquired is ready to apply.

Lean Management – Die Grundlagen

The Basics of Lean Management

In this advanced training, basic knowledge of Lean Management is required and then expanded upon. Participants learn about obstacles they may encounter when implementing Lean Management, as well as active measures for employee development. This helps to support even more intensive customer service and a leaner value stream. 

Lean Management für Fortgeschrittene

Lean Management Advanced Course

Do you ever wonder what objectives your company is actually pursuing and how your work contributes to achieving these objectives? Would you like to be transparently informed about company values, vision, and strategy so that you can work more effectively and purposefully? Do you desire more effective and clear communication within your team and between different departments? Then it's worth taking a look at the agile leadership and time management framework OKR. The O in OKR stands for Objectives, which are the objectives you identify for yourself, your team, or your company using the OKR method. Behind the K and the R lie the key results, crucial milestones necessary to achieve your objectives. Through the thoughtful and clear naming of objectives and key results, the OKR method creates a clear and transparent focus on what is most important at the moment,  helping companies achieve specific objectives in a precise manner. Does that sound good? Then take a look at our e⁠-⁠training course.

Die Grundlagen der OKR-Methode

The Basics of the OKR Method

Female leadership is a complex topic with many facets. In this course, we focus on what women can do themselves to be successful or become more successful leaders. It's not so much a question of how women lead or whether they are better leaders. Instead, we present the biggest difficulties women who (want to) take on leadership roles face. And most importantly, we focus on approaches they can take to deal with these difficulties. After an introduction to the topic, five of the most common obstacles are identified and learners are given practical and action-oriented suggestions for dealing with them constructively.

Female Leadership – Erfolgreich führen trotz Gender-Barrieren

Female Leadership—Leading Successfully Despite Gender Barriers

Let's face it, managers often know in advance which conversations with employees will be challenging. This could be due to an employee's recent inappropriate behavior or perhaps a sudden, unannounced absence. Managers often hesitate to directly address criticism during these talks to avoid upsetting the employee.  However, in challenging conversations, transparent communication and an open attitude are essential. Some managers also struggle to remain respectful and keep a cool head in difficult situations, which hinders constructive dialogue and successful conflict resolution.

Herausfordernde Gespräche mit Mitarbeitenden souverän meistern

Navigate Difficult Employee Conversations with Confidence

Performance reviews and appraisal processes are key tools in leadership and human resource development. But many managers don’t always view them as positive experiences. They often feel awkward and tense, with employees seeming unmotivated or anxious. But it doesn’t have to be that way! When conducted with appreciation and clear objectives, reviews can be a game-changer. They can facilitate effective communication and play a crucial role in strengthening the relationship between employees and managers. In this e⁠-⁠training course, participants will learn how to unlock the full potential of performance evaluations and appraisal processes. We’ll go over everything you need—from preparation to conducting, and following up on reviews, whether in person or virtually.

Gespräche mit Mitarbeitenden konstruktiv und nachhaltig führen

Lead Constructive and Lasting Conversations with Employees

Everyone is unique. Nevertheless, we always see similar personality traits in different people. Type models help us to understand people better as they simplify a complex world. In your role as a manager, you deal with a wide variety of employee types and should know how best to deal with whom.
So that all employees in your team can fully use their potential, it is important to address them individually according to their personality or personality type, to understand them, challenge them and develop them. Type-appropriate leadership enables you to do exactly that. You can assess what type of person your counterpart is and then accurately select the strategy from the repertoire of actions to help to understand them in the best possible way. This way, you not only succeed in responding to individual employees in a way that is appropriate to their personality type but also in forming teams in such a way that similarity has a mediating effect and difference has a stimulating effect.

Typgerecht führen

Type-Appropriate Leadership

More job satisfaction, greater creativity and better employee performance—these are just a few of the benefits of transformational leadership. In times of structural change in the world of work, this modern management style paves the way for satisfying what employees want and need. With the help of transformational leadership, employees can become more motivated. Furthermore, they can enjoy the advantages of possessing a clear vision, serving as role models, receiving and giving individualized attention, and questioning conventional practices. This e⁠-⁠training course will present the core elements of transformational leadership in detail, reinforced by illustrative examples. Participants will also learn how they can apply a transformational leadership style for providing optimum support to their employees.

Transformationale Führung – Mitarbeitende motivieren und begeistern

Transformational­ Leadership—Motivating and Inspiring Employees

This e⁠-⁠training course is about successfully leading hybrid teams and shaping the new working reality between working remotely and in-person at the office with a view to the future. Participants learn how they can establish binding rules as a basis for hybrid collaboration and where the limits of hybrid work lie. In addition, despite the physical distance, hybrid team meetings and team spirit are two essential components of this e⁠-⁠training course. Other focal points are the concept of fairness and the individual needs of employees working from home and in person at the office.

Hybride Teams erfolgreich führen

Successfully Leading Hybrid Teams

Leading virtual teams is a skill that can be learned. The participants will learn how to motivate virtual teams remotely and in a media-appropriate way. They will learn to build trust between the individual team members working in different locations around the world. Another focus area of the e⁠-⁠learning course is for the participants to learn how to promote social networking in a team. In the last chapter, they will learn how to give effective feedback even remotely.

Virtuelle Teams – Motivation und Vertrauen

Virtual Teams—Motivation and Trust

Stories convey information more clearly, effectively and emotionally than facts and figures. Storytelling is part of every company and can be used in many situations, be it in conversations within a team or in conversations with customers. The e⁠-⁠learning course explains what storytelling is and how it works. Videos, tips, mnemonics, instructions and overviews show how to build a good story. Questions, transfer tasks and a final knowledge check ensure that the learning objectives are achieved.

Storytelling im Unternehmen

Storytelling within the Company

"Agility" is the answer to ever shorter-term planning processes and ever faster change. "Leadership" must also be rethought in this context. This e⁠-⁠training puts classic leadership tools to the test. It is divided into the areas of mindset (understanding of leadership), skillset (leadership competencies) and toolset (leadership tools). For all three areas, we will examine how thinking and the respective methods and tools must change in order to continue to meet the requirements of successful leadership.

Agile Führung

Agile Leadership

Communication is the fuel that powers all teamwork. This also applies to virtual teams. In this e⁠-⁠learning course, participants will learn how to establish efficient communication in virtual teams. They will learn which digital media is suitable for which occasions and what they should think about when choosing a respective medium. Further, users will learn to regulate collaboration on their virtual teams, how avoid media-induced misunderstandings, and finally, how virtual meetings should be conducted.

Virtuelle Teams – Kommunikation

Virtual Teams—Communication

Professional moderation, videos, and explanatory films teach how managers can successfully shape change processes. This e⁠-⁠learning introduces the best-known change models and the individual phases of a change process. It also provides concrete measures and tools for the individual phases and sheds light on how to address resistance. Exercise questions, transfer tasks, key messages and a final test tie all of the content together.

Change Management – Veränderungsprozesse erfolgreich gestalten

Change Management—Successfully Shaping Change Processes

More and more projects are being executed outside of traditional corporate hierarchies, by interdepartmental or even intercompany teams assembled based on competencies. In teams like these, there is often no disciplinary leader. Instead, the team has a lateral leader. That leader is then responsible for the project results but without being a superior in charge of the team. In this course, we will explain what exactly the special characteristics of lateral leadership are. We will use a practical example to show you how lateral leadership operates and what leadership tools are of special importance.

Laterale Führung – wirksam führen ohne Vorgesetztenfunktion

Lateral Leadership—Leading Effectively Without Being a Supervisor

Learn the basics for your job as a team leader by setting realistic goals and motivating the team for the long run. This course teaches you how to ensure a clear distribution of tasks within your team and how to not only agree on, but implement goal-oriented rules. Furthermore, this e⁠-⁠learning includes measures to promote constructive communication and shows the participants how they can use simple means to sustainably promote trust and cohesion on their team.

Teamentwicklung erfolgreich gestalten

Successfully Structuring Team Development

Delegating is more than just "do it"! Participants will learn which tasks can be delegated in principle and which ones must not be passed on under any circumstances. They learn to develop requirement profiles in order to be able to assign respective activities to appropriate employees. Additionally, learn the four stages of the delegation discussion, avoid back delegations, and learn to check agreements and deadlines.

Aufgaben delegieren

Delegating Tasks

New employees will take on important responsibilities, and influence the working atmosphere and team dynamics. Therefore, the selection and hiring process should be given sufficient consideration. In this e⁠-⁠training, learn how to conduct professional, goal-oriented interviews with applicants. You will learn how to create a job description step-by-step, develop a requirements profile from the job description, prepare interview guidelines, and then conduct the interview. Highlights include the art of asking the right questions, how to follow up on the interview, and how to make a final selection. You will also learn ways in which companies can "appeal" to candidates as attractive employers.

Das Bewerbergespräch führen

Conducting the Interview

When employees hide behind their desks, it may not be because of ill will or convenience. They often lack knowledge, ability and confidence in themselves. So how can managers motivate their employees to come out of their shell and conquer new tasks? In this e⁠-⁠learning, the participants will learn helpful methods of employee motivation. This courses focuses on "self-efficacy".

Mitarbeitende motivieren

Motivating Team Members

Termination meetings differ from other meetings due to immense importance they have for the employees involved. They are often associated with a great emotional shock that can manifest in various ways. It is part of your job as a manager to conduct termination meetings in a professional and respectful manner. This e⁠-⁠training course will equip you with the tools you need to do this. You will learn the proper way to perpare and how you should plan and structure termination meetings. One focus of the e⁠-⁠training course is handling emotional factors: What are typical reactions and how can you deal with them well? In an extra chapter, you will learn how to conduct termination meetings by online videoconferencing or telephone.

Trennungsgespräche führen

Conducting Termination Meetings

The focus is on specialists who are promoted to management level. This training is suitable as a preparation for management tasks and imparts knowledge on result control, process management, employee leadership and self-management. The participants learn how to handle different expectations and conflicts of interest. In addition, seven leadership myths are explained and refuted - because leadership does not fit into simple patterns.

Neu in der Führungsrolle

New to the Leadership Role

The four team phases according to Bruce Tuckman form the core of this e⁠-⁠learning course. Participants will learn how to accompany their team proactively through a series of phases. The course explains each phase individually and shows examples of the phase using common scenarios. Building on this, participants learn more about management instruments suitable for each phase. The five dysfunctions of a team according to Lencioni are also presented in a separate chapter. This course contains checklists, exercises and transfer tasks.

Teamphasen erfolgreich gestalten

Manage Team Phases Successfully

Coaching is a highly effective option for supporting people in their development. Managers can also use the coaching approach to strengthen the self-responsibility, motivation, and performance of their employees. At the same time, given the countless offers that are available, there is tremendous uncertainty about what coaching actually is and how it can be employed for best results. This training explains what coaching is all about and how managers in particular can put coaching to use for their teams. It also explains key skills and methods as well as a globally established model that can be used for structuring coaching conversations.

Die Führungskraft als Coach

The Manager as a Coach

The maturity model is also known as Situational leadership®. In this course, participants learn to lead employees in a way that corresponds to their individual situation. Four different leadership styles are discussed: instructive, coaching, participative, and delegating. They also learn how to assess the respective maturity level of an employee.

Führen nach Reifegrad

Situational Leadership®

At the core of this e⁠-⁠learning are Meredith Belbin's team roles. The participants get to know the three main types of roles on a team: activity-based, thinking and problem-solving, and people-oriented roles. Strengths and weaknesses of each role are presented in detail, promoting understanding and appreciation of the Belbin model and the resulting role differences.  Aiming to support the participants in their skill development, this course also contains checklists, exercises, and transfer tasks.

Teamrollen kennen und produktiv machen

Knowing Team Roles and Making Them Productive

Participants will learn about options for external staffing and criteria for choosing the right form of contract. They will learn how to properly draft contracts to avoid illegal employment. Professional moderation, videos and explanatory films also offer differences, delimitation criteria and a risk check.

Fremdpersonal richtig einsetzen – Was Führungskräfte wissen müssen

Correct Deployment of External Personnel—What Managers Need to Know

More and more often people are working from home. Managerial tasks remain the same and are based on a combination of people-oriented and goal-oriented leadership. This results in five central challenges: building trust, achieving results, resolving conflicts, developing employees and motivating employees. However, these leadership challenges have to be executed differently at a distance compared to when in direct contact with employees. Get started to unlock this crucial skill.

Mitarbeitende im Homeoffice führen und motivieren

Leading and Motivating Employees in Home Office

The ability to lead with empathy is considered to be an essential discipline in leadership. If you succeed in managing your team with appreciation and trust in on a daily basis, you will be able to win over your employees more easily. Because with empathy, you not only take other people with you – you can also better understand them and put yourself in their shoes. This will create a working atmosphere in which your team will know they are appreciated, making them feel more comfortable. This will have a positive effect on every conversation along with your ability to persuade and convince others as a manager. Those who show empathy and attentiveness to other people can also better assess their attitude and thus avoid the negative consequences of misjudgments. However, leading with empathy is something that needs to be learned. In this training course, you will learn how to be more perceptive of other people's emotions and understand their motives. By applying this understanding, you will have greater assurance in working out suitable courses of action.

Führen mit Empathie

Leading with Empathy

This e⁠-⁠learning teaches how to manage crises. Video lectures introduce the phases of a crisis and explain how to successfully move through immense challenges with effective communication, resilience, and techniques for staying calm. The e⁠-⁠learning uses transfer tasks, comprehension questions, key messages, and a final test to help each participant meet the learning objectives.

Mitarbeitende führen in der Krise

Leadership in Times of Crisis

Knowledge is shared within the team when employees recognize the benefits and advantages. 

Niemand in meinem Team will durch Exzellenz hervorstechen

How Can I Inspire My Team to Strive for Excellence?

Employees often hesitate to share knowledge out of fear of becoming replaceable. By fostering a culture of appreciation, you can seamlessly integrate knowledge sharing into daily work practices.

Warum geben meine Mitarbeiterinnen und Mitarbeiter ihr Wissen nicht weiter?

Why Aren't My Employees Sharing Their Knowledge?

Emotions aren't off limits in termination meetings. However, you should always be attuned to the other person. 

Ich habe Angst, im Trennungsgespräch emotional zu werden

I Fear I’ll Lose My Composure in the Termination Meeting

Swapping the role of employee for that of manager always means a change. However, this should not affect your own personality or your dealings with others. 

Ich weiß nicht, wie ich als neue Führungskraft zu Beginn auftreten soll

I’m Not Sure How to Lead as a New Boss

If you realize that you can't do some things that your employees can and that bothers you, you can fulfill your leadership role well through transparency and a self-confident mindset geared towards further development. This micro gives you tips on how to do just that.

Alle denken, als Führungskraft müsste ich perfekt sein

As a Leader, People Expect Me to Be Perfect

New employees need support at every stage of the onboarding process. There are three simple steps you can take to help them settle in well at the company.

Mein neues Teammitglied ist auch nach Monaten noch hilflos

My new team member is still helpless months later

Support new employees even after their probationary period by motivating and encouraging them. In this way, you can integrate them into the company in the long term and build up a long-term relationship.

Das Onboarding endet nicht mit der Probezeit

Onboarding does not end with the probationary period

How can you get formerly high-performing team members back on track when they’ve lost motivation? This micro provides tips on how to achieve this using the three needs theory.

Mein Teammitglied hat die Motivation verloren

My Team Member Has Lost Motivation

Every person is driven by different things. By knowing the basic motives, you can have a positive influence on your employees' motivation!

Mit den Basismotiven Mitarbeitende individuell motivieren

Motivate Employees Individually With The Basic Motives

How you as a manager can improve the AI literacy of your team, with a special focus on Responsible AI.

Ich möchte in meinem Team die AI Literacy erhöhen

I Want to Increase AI Literacy in My Team

Despite (age) differences in the team, look for common ground, clarify points of friction, agree on rules and benefit from each other.

Generationenübergreifende Zusammenarbeit – so klappt´s

Intergenerational Collaboration and How It Works

The clear categorisation of roles helps to identify the responsibilities and competencies of individual work steps during the ongoing process. This simplifies communication and ensures a smooth process.

Mit der RACI-Matrix Zuständigkeiten im Team klären

Clarify responsibilities in the team with the RACI matrix

A leader can either be a source of stress for their team, perceived as a burden, or a resource that provides support and helps in managing challenges. This micro offers leaders tips on how to better serve as a resource for their team.

Meine Mitarbeitenden werden immer gestresst, sobald ich den Raum betrete

My Team Tenses Up When I Enter the Room and How to Fix It

More flexibility for employees does not automatically mean greater well-being. This microlearning module is designed to help leaders differentiate: What constitutes genuine autonomy? Where are freedoms beneficial, and when is leadership necessary?

Ich lasse meinen Mitarbeitenden viel Handlungsspielraum, trotzdem sind sie unzufrieden

I Gave My Team Autonomy, But They’re Still Unhappy

Avoiding gratification crises can not only have a positive impact on the productivity of team members, but also on their well-being. Microlearning provides tips on how to do this.

Mehr Wohlbefinden der Mitarbeitenden durch Vermeidung von Gratifikationskrisen

Greater employee well-being by avoiding gratification crises

Teams excel when members interact productively within their diverse roles. It's essential for individuals to recognize these role differences and collaborate with mutual understanding. As a manager, it is your job to foster this understanding!

Verständnis für Rollenunterschiede im Team fördern

Fostering Appreciation for Role Variations Within the Team

Different roles enrich your team and increase its efficiency! The Meredith Belbin role model outlines three key role groups and their contributions to achieving success together.

Rollen im Team erkennen und nutzen

Embracing and Leveraging Team Roles

In this micro you will learn how to motivate your employees to see lifelong learning as something worth striving for and how to create a culture of curiosity and thirst for knowledge.

Meine Mitarbeitenden finden Weiterbildung unnötig

My employees find further training unnecessary

What most employees lack when it comes to further training is time. Here you will learn how to find learning time together with them.

Meine Mitarbeitenden schaffen es nicht, Lernen im Tagesablauf einzubauen

My employees don't manage to incorporate learning into their daily routine

In today's fast-paced professional world, you can use learning plans to provide all your employees with professional development so that they benefit themselves and your company benefits too.

Mit Lernplänen Mitarbeitende gezielt weiterbilden

Training employees in a targeted manner with learning plans

If you sense that the candidate is holding back, it may be helpful to approach your assessment with empathy and understanding to uncover the underlying cause.

Im Bewerbungsgespräch habe ich das Gefühl, mein Gegenüber ist nicht ehrlich

I Doubt My Interviewee Is Being Honest

If applicants don't ask any questions about the job or the company during the interview, this quickly creates the feeling that they are not interested in the job. It's best to address this before you turn them down.

Mein:e Bewerber:in stellt im Bewerbungsgespräch keine Fragen zum Job oder dem Unternehmen

My Candidate Doesn't Ask Questions About the Job or Company in the Interview

You delegate tasks to your employees, but they don't complete them to your satisfaction. However, an unsatisfactory result serves as a learning or training opportunity for the employee.

Nach meiner Delegation bringt ein Teammitglied das Ergebnis nicht

When Delegating Tasks to My Employee Falls Short of Expected Results

The level of management you provide your employees depends on their skills and motivation. However, highly motivated employees often overestimate their skills and seek tasks or positions for which they are not yet competent. In this micro-learning course, you will learn how to react appropriately in this situation and, most importantly, how to appreciate your employees. 

Situatives Führen: Meine Mitarbeitenden stufen sich reifer ein als ich sie

My Team Members Evaluate Their Skill Level Higher Than I Do

Managers often have to deal with unrealistic expectations of perfection on the part of their employees or colleagues. In this micro-learning you will learn how to reduce these expectations and develop a leadership style that is authentic and creates an environment of trust and collaboration.

Ich merke, dass ich als Führungskraft nicht alles lösen kann

I Realize That as a Manager I Can't Solve Everything

To avoid mistakes, a functional feedback culture and open communication are just as important as the joint exploration of possible causes. This micro provides impulses for that. 

Ein Teammitglied schadet mit häufigen Fehlern der Teamperformance

A Team Member Undermines Team Performance with Frequent Mistakes

Ensuring equality doesn't involve imposing rigid one-size-fits-all solutions. This micro explains how fairness and respect can be integrated into team dynamics while considering the individual needs of each team member.

Es fällt mir schwer, Gleichbehandlung bei individuellen Problemen meiner Mitarbeitenden umzusetzen

I Find It Difficult to Implement Equal Treatment for My Employee's Individual Problems

Managers always have to prove themselves to some extent. The situation is intensified when young managers face more experienced team members. This micro provides tips to less experienced team leaders. 

Meine älteren Mitarbeitenden nehmen mich als junge Führungskraft nicht ernst

My More Experienced Employees Don't Take Me Seriously as a Young Manager

When the company is in crisis, fear often spreads among the employees. Find out here how you, as a leader, can address concerns and apprehensions.

Ich weiß nicht, wie ich in Krisenzeiten mit irrationalen Ängsten meiner Mitarbeitenden umgehen soll

Leadership and Management