... the leaders’ previous experience? ... the environment the company operates in? ... what the company wants to develop in the future? ... what needs to be unlearned in order to be successful? ... what skills, or rather what attitudes, or what leadership culture it involves? ... what the arguments in favor, or against, an in-house leadership program are?
And so no two of our clients' leadership development programs are the same. Rather, it is always the particular answers to the questions asked above that lead to a colorful spectrum of different formats. See for yourself...
We understand executive coaching as structured support for senior managers with the aim of helping them to reflect on, maintain and increase their personal effectiveness – at the self-leadership, leadership relations and organizational leadership levels.
Executive coaching systematically creates space for communication that is not available within their company. It allows certain issues to be discussed. Our consultants support you by providing feedback, serving as sparring partners and providing resource-focused guidance.
Structured coaching process comprising 4 coaching sequences and an optional team workshop
Employees who are about to take on leadership responsibility or have just started in the role
Optimal support for the change of role
Gain acceptance as new leader
Develop effectiveness quickly
Reduction in the time needed to get up to speed in the new role and enabling a steep learning curve through structured reflection and knowledge input
Because there is only one attempt
Work on specific practical challenges of change of role
Analysis of the set of expectations and the communication system
Personal values and contribution to the company
New to the leadership role
Taking on a new leadership role means a profound change both for the leader and for the groups of people affected. This process of transition from the old to the new role must be managed consciously and a vigilant approach must be taken. In the new context, the manager has to be able to establish a connection to the relevant stakeholders as quickly as possible, on the one hand, and build up his or her own effectiveness, on the other.
In doing so, they are confronted with a complex mixture of expectations and “expectation expectations” that they should address constructively and in a structured way and within which they must also establish their own position with their own expectations.
At the beginning of the transition in particular, it is important to strike the right balance through attitude and behavior between “wanting to understand”
The Process One Leadership Navigator helps leaders to navigate this phase and provide a valuable stage for sparring with regard to all issues relating to the assumption of the new leadership role.
Set of expectations
The various perspectives in the set of expectations
Me and my role
What do I really want actually?
What is important to me?
What sets me apart?
What are my areas of learning?
What do the core processes look like?
What are the tasks and roles?
What does the relationship structure look like? Who are the opinion leaders?
What are the overt and covert rules of the game?
Who are the relevant stakeholders?
What is their relationship and importance to / for the unit?
How clear are the respective delivery relationships?
Is there a common understanding as a management team?
What are my expectations?
What am I measured by?
What is important to my manager in our collaboration?
How do we communicate effectively and with appreciation?
The overview of the process
Initiation of contact HR / PD with Process One
Transmission of relevant data
Get-to-know-you meeting between Process One consultant and manager (by telephone)
Approx. 4 weeks before assumption
Information provided to the leader on the Leadership Navigator by HR / PD
Participation agreement also with participant’s manager
Approx. 4 - 6 months
Interval between units generally 4 - 6 weeks (agreement between manager and coach)
Contents and topics according to the needs of the leader and according to the Navigator dimensions
After approx. 6 months
Final discussion between Porcess One and hR / PD and clarification of possible further topics
Team workshop (optional)
After approximately 7 - 9 months
Review of previous collaboration
Goals / tasks for the future
Identify and leverage team potential
Methods and coaching elements
The following methods, concepts and forms of activities may be used where needed through the Leadership Navigator
Situational and specific input by consultant
Concepts and models for development at the 3 levels of leadership self, employee and organizational leadership (www.process-one.de/en/leadership-development), Team Culture Wheel (www.teamkulturrad.de), among others
Visualization or positioning
Simulations or roleplays
Work on specific practical challenges
Self-observation tasks with reflection
“Homework” to provide practical implementation and support for transfer between the units