Leadership & Change Management Program

The following topics will be covered in this seminar:

• What are the principles and methods of an integrated leadership concept?
• What are the core competencies and prerequisites for effective leadership?
• Where are your personal strengths and development opportunities as a manager?
• What communication and social skills characterize great leaders?
• Which management tools promote leadership quality?

Subjects

Part 1: Leadership Management

Integrated Leadership Concept

Good managers have made management their profession. However, not every manager is a good leader. What defines leaders who excel in their field of work? What are the real central elements that define a true "leader"? On the first day of the seminar, we will cover the principles and fundamentals of effective leadership.

• St. Gallen concept of integrated management
• Defining yourself as a leader
• Understanding leadership roles
• Laws and principles of effective leadership
• New leadership approaches: virtual leadership and Generation Y, Z etc.

Communication as a Core Competence

Only by successfully integrating communication skills as a personal core competence into the man-agement process, a leader can be fully effective.

• Communication as a core competence in the management process
• Particular characteristics of communication as a leader
• How communication motivates and drives peak performances
• How communication frustrates and leads to blockades and defensive behavior

Behavior of Good Leaders

Research has shown what type of leadership behavior can be attributed to successful managers. We know which leadership styles have proven to be successful in particular situations and how to avoid subpar leadership performances. Most of these findings are also directly applicable, as effective leadership behavior can be learned and trained. Therefore, the focus lies on self-awareness:

• What are my personal strengths as a leader?
• What development opportunities can improve my leadership performance?
• What changes can increase employee performance and satisfaction?

Part 2: Change Management

The second part of the Leadership and Change Management Program focuses on the roles and in-struments in change management and implementation processes.

Change Management: Lead to Implement

New strategies, structures, and concepts that come from "higher up" are rarely met with enthusiasm. Skepticism and mistrust, or even a wait-and-see attitude, often prevail. Only a few see change as an opportunity. Then again, implementing change is hardly possible at the touch of a button or by de-cree. But positive results are mainly achieved at the operational level, i.e., by the employees who are - at least partially - negatively opposed to the change.

• Achieving acceptance for change
• Change management as a core management task
• The most common implementation barriers from practice

Successful Implementation of Change

A successful implementation requires full commitment and deep knowledge of the principles of change management:

• Phase model for successful change management; implementation concept
• Anticipated psychological stress as an implementation amplifier
• Creating a common "higher goal"
• Creating a sense of achievement and reinforcing change
• Promoting cultural change by example
• Modeling expected behavior
• Controlling the implementation process

Change Leadership and Leadership Behavior

• Dealing with resistance and challenging management situations
• Synergizing motivation, communication, and incentive systems
• Different leadership situations require different leadership behavior
• Communicative competence as a central prerequisite
• How to act in critical situations