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Leadership development –
it's the impact that matters
Impact doesn't come from applying leadership knowledge alone, but above all from our presence and from being fully in the moment in authentic, sincere communication with the people we engage with. At the heart of this is the interplay of craft and mindset.
Since leadership impact arises within a context, we distinguish the following contexts of leadership in our programs.
Leadership Programs
The focus is on delegation and support, feedback, criticism and exploratory discussions, employee development and performance management, goal setting and the fundamentals of team development, as well as systemic interactions in leadership. In all these leadership situations, the aim is to develop skills and practice attitudes that balance the sometimes conflicting needs of the individual, the team, and the outcome, thereby increasing motivation.
Target audience: For managers who are new to the role and experienced managers who want to get up to date.
"Leading Leaders" focuses on continuously strengthening leaders' skills, mindset, and leadership culture for everyday practice. This includes the ability to give leaders the confidence to purposefully use the room for maneuver that conflicting goals and polarities open up – even under uncertainty – to drive the organization's development forward.
Target audience: Leaders who lead other leaders.
The focus of skills development is on delegation and support, motivation and self-efficacy, communication skills, clarifying expectations and roles – as well as the practical design of complex, agile, and hybrid project and team structures. It's about confidently managing stakeholder relationships, finding the right balance between closeness and distance, and between control and trust – and thus effectively creating orientation, commitment, and shared results even without a formal hierarchy.
Target group: People in leadership positions without disciplinary power.
Leadership in the AI age means actively encouraging the development of hybrid teams and rediscovering the quality of human thinking through the lens of artificial intelligence. In this new era, the role of the leader is radically changing: from the traditional manager to the architect of an ecosystem that bridges the gap between technological efficiency and human potential. Those who learn today to integrate AI agents as valuable partners reduce anxieties and create genuine space for empathy, creativity, and visionary innovation.
Target audience: Executives and managing directors who want to set the course for a human-centered AI transformation.
The current pace of all-encompassing change and ever-growing demands is pushing employees and leaders to the limits of their capacity. The flood of information from channels that never sleep, the constant interruptions, and the feeling of being controlled by outside forces can be overwhelming. And yet, every day holds its own unique challenges, goals, and opportunities.
The goal for leaders is to re-center themselves in every moment of the day, so that this new, conscious presence makes them a completely different kind of conversation partner. The key lies in developing essential meta-competencies: reflective capacity, self-regulation, integrative ability, tolerance for ambiguity, and adaptive learning.
Target audience: This program is designed exclusively for leaders at the same hierarchical level.
As painful as it may be, there are moments in an organization's life cycle when job cuts become an unavoidable business necessity. During such phases, managers come under enormous, multifaceted pressure.
They face the delicate task of treating those leaving with fairness and deep respect, while simultaneously providing those remaining with orientation and renewed purpose. Amidst this change, it is crucial to foster confidence – the trust that a viable future exists and that they are needed, both within and outside the organization. At the same time, this period often brings profound self-doubt: Have I done everything "right" so far? Have I overlooked crucial warning signs? In this tension, a strong inner resolve is essential, allowing one to remain clear-headed without losing empathy. The program focuses particularly on the practical skills and attitude needed to navigate the contradictions of this challenging time – and on creating space for self-reflection, which is often lacking in such phases.
Target group: Leaders and executives who are managing a workforce reduction and want to guide both their people and the organization well through this phase.
Sustainable leadership means clearly understanding one's own role and impact in the field of sustainability – and also confidently managing ambivalences and conflicting goals. The focus is on the levers leaders can use to strengthen their employees' self-efficacy for sustainable action, making ethically sound decisions in an often contradictory field, and reflecting on their own role: What do I stand for as a leader, what impact do I have – and how do I want to redefine this role? This is based, among other things, on our own research and publications on Green Leadership Behavior.
Target group: For managers and executives who want to credibly embed sustainability in their organization and consciously shape their own role in it.
Formats
and Design
We develop and design leadership workshops and seminars as well as modular leadership programs ("Learning Journeys") – from intensive small groups of 6 participants to large group formats with 350 participants.
Aligned with the strategy
We derive the content of our programs from the current organizational culture and strategic goals – in close collaboration with HR leaders and embedded within the organization.
Intensive practical context
With us, leaders work on real situations from their everyday leadership practice – through peer learning, exercises, and experiments. This way, they don't just understand what works and how, they actually feel the impact.
Anchoring organizational learning
Sustainable change takes time and recurring impulses. That's why we design learning choreographies with continuity, built-in feedback loops, and transfer support.
Flexible in format and space
We confidently deliver our programs in person, virtually and in a hybrid format, with synchronous and asynchronous elements – flexibly combinable, depending on what best supports the learning step.
Internationally scalable
We conduct programs in German and English – even simultaneously for participants around the globe. To achieve this, we design formats that create connections across time zones and consciously use cultural differences as a learning resource.
Meta-competencies
for Leadership
In order to shape leadership impact in a rapidly evolving world, it is necessary for leaders to regularly reflect on and reposition themselves through self-evaluation and external evaluation.
This requires developing certain meta-competencies that balance resonance and empathy skills, future and solution orientation, as well as sustainable results and organizational development capabilities.
We don't just train leadership skills – we develop an awareness of impact.
For this purpose, we find the model of meta-competencies developed by Angress-Pletsch (2024) in the context of an ambidextrous understanding of leadership to be particularly helpful for this self-positioning. The following four meta-competencies are continuously developed in all our leadership programs.
Reflective competence
for self-awareness, situational awareness and system awareness – with a focus on continuously monitoring effects.
Integration ability
for a successful collaboration of different perspectives within the overall system.
Self-regulation
for a conscious and deliberate control of focus and a goal-oriented handling of emotions.
Ambiguity tolerance
for a constructive approach to contradictions in the sense of a "both-and" leadership style.
