Develop Others

Questions set thought processes in motion. Nothing is more convincing than the answers we give ourselves. With the help of this training course, the participants will learn the fundamental difference between open and closed questions, and how to apply questioning techniques correctly.

The Kanban Board is more than a planning tool. First, learn about the Board's development in the Japanese automotive industry, and get to know the "flow idea" behind Kanban. This will enable you to use the method more creatively and purposefully. Also included you will find a case study from the manufacturing industry that helps to apply Kanban to real life. Learn about the different ways to use a Kanban board and the most important elements such as "Work in Progress Limits" and the "Pull Principle".

Learn about the background and development of Scrum as described by Jeff Sutherland in his book "The Scrum Revolution" where Sutherland references the Toyota Principle and the Plan-Do-Check-Act Method. Additionally, get to know the basics of Scrum such as working in teams, focused work, and the division into product owner, scrum master and team. Finally, learn what the organization of a project looks like, according to scrum.

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.

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.

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.

The Harvard Concept is considered one of the most important methods of conflict resolution. Its core principles, such as distinguishing between interests and positions, are the basis for mediation and conflict resolution around the world. In this e⁠-⁠learning course, participants will learn how to apply the Harvard Concept to the challenges they face in their work. They will learn the key guidelines and be encouraged to apply the Harvard concept and in this way strive for win-win solutions. 

One of the major challenges for business experts is the communicative complexity of dynamic groups. Trainers and presenters often encounter having to slow down frequent speakers, reset after disruptions, and keep composure in awkward situations. In this course, you will become familiar with these challenges and learn solutions that can help.

Those who manage to establish a good relationship with those they speak to can have more constructive discussions and achieve better work results. The key is communicating with respect and appreciation with a prerequisite of an "open ear" for one's own sensitivities as well as the known sensitivities of the person you're having a conversation with. This course aims to help you build up sustainable relationships with dialog partners through clear and precise "I⁠-⁠messages" on one hand, while simultaneously being aware of the other person's point of view. This creates the basis for constructive dialog.

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.

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.

Far too often, meetings are perceived as time wasters, which is indicative of just how frequently meetings are badly organized and run. The fact is, meetings fulfill important purposes every day. They are a good format for bringing everyone up to speed, help to identify what's going wrong, and can be used to generate new ideas. Without meetings, we would miss out on critical communication that keeps us afloat in a competitive, ever-changing market. Learn about various meeting formats, how to foster a productive atmosphere as the moderator of a meeting, and acquire all of the necessary tools for dealing with a broad range of challenges—from long-winded ramblers to interrupters.

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.

This e⁠-⁠learning discusses special features of online training and how to prepare an online training environment. Learn about special features in the knowledge acquisition phase and how to activate and manage participants.

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.

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.

Using Friedemann Schulz von Thun's "4⁠-⁠ears-model", the participants are made aware of the complex process of communication. They get to know and understand their personal communication behavior better. The participants also get to know "their" preferred ear. They learn to understand which messages they often send unconsciously. The training course encourages the participants to transfer the acquired knowledge into action competence.

The causes of conflicts vary in individual cases. Nevertheless, different types of conflict can clearly be identified in everyday life: Role conflicts, goal conflicts, assessment conflicts, personal conflicts and distribution conflicts. In this e⁠-⁠training, participants learn about the different types of conflict. This puts them in a position to analyze the causes of conflict and thus develop conflict solutions more quickly and in a more targeted manner. With the help of theoretical input, game scenes and exercises, participants are enabled to apply and implement what they have learned in their real-life environment. 

Almost all the rules that apply to face-to-face meetings apply to online meetings as well. But besides good preparation, structured execution, and clear follow-up, other topics also play an important role. How do we deal with requests to speak? How can we hold creative meetings online? And how can we establish social proximity and trust in online meetings? Regardless of the features offered by online meeting tools and apps, this e⁠-⁠learning discusses how online meetings can also be made productive.

One of the essential formats for the effective transfer of knowledge is face-to-face training. In this course, you will learn the basics of planning and designing a classroom training. This includes obtaining (and, if necessary, requesting) a goal-oriented briefing, elaborating on the goals of the training, planning the contents and methods, while also considering organizational challenges.

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.

This e⁠-⁠training course shows the typical signs and levels of a conflict. In addition, different reactions to conflict are introduced and a detailed method for solving conflicts will be provided. Furthermore, the Harvard Concept shows how to find the win-win solutions in situations of conflict.

This e⁠-⁠learning will present the participants with numerous tools for better and more effective argumentation. They will learn about the five-step technique, the ETHOS scheme and the four i⁠-⁠Words technique. An expert gives advice for professional preparation and the use of voice and body language. Using film scenes the e⁠-⁠learning shows how to deal with blackouts, counterarguments, trick questions and verbal attacks in a confident way.

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.

Simmering conflicts are toxic to the workplace—in terms of both atmosphere and productivity. However, most conflicts can be diffused or completely cleared up with conflict resolution techniques. Knowing these tools and how to use them is critical for managing disagreements in the workplace. In this interactive multimedia e⁠-⁠learning course, participants will learn how to prepare for conversations about confict, how to conduct conflict resolutions, and how to ensure that everyone honors their agreements.

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

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.

With the GVZ method, you can specifically ask what drives your customers and which solutions make sense for them.

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

Cultural differences can make cooperation more difficult. The key to good cooperation lies in open dialogue, mutual understanding, and seeing diversity as a strength.