Executive Development

fuehrungskraefteentwicklungOccasions

  • Recognition that the familiar view makes it difficult to identify alternative paths
  • Desire for a confidential dialogue partner outside the organisation
  • Unbiased feedback on leadership and communication behaviour
  • Promote the development of one's own area of responsibility
  • Successful management of change, growth or crisis
  • Dealing with alternative steering instruments
  • Personal development in the asignment of tasks
  • Determination of potential as a basis for personal competence development
  • Expansion and strengthening of communication and leadership
  • Strengthening the leadership team - creating a "leadership coalition"
  • Support in the preparation for and accompaniment in bank discussions
  • Clarification of a conflict situation
  • Change in the (management) function
  • Management of a succession situation
  • Foundation or further development of a company
  • ...

Implementation

  • Individual conversations, confidential and open - Every 3 - 5 weeks, each 2 - 4 hours
  • Workshop, once 4 hours to 2 days, if necessary follow-up event(s)
  • Duration as desired and reasonable
  • In a place beyond the usual professional environment where individual topics are dealt with
  • In the company during the development of concrete topics of the task