Leadership Development Programs

We have put together a selection of some of
our current leadership development programs
for you:

Leadership Development / Leadership Development Programs

What skills do leaders need?

The answer to the question: Does it depend on…

... 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...

Leadership programs focusing on:

Leadership skills and communication

 

Occasion / objective:                    

  • Ongoing support for organizational development within the framework of international restructuring measures and an acquisition
  • Increase in individual leadership competence
  • Reflection on the leadership role
  • Development of skills to lead change processes
  • Better networking of leaders

Target group:                                      

All executives of a German organization

Program elements:  

  • Three 2-day in-person training modules
  • Peer-to-peer consulting

Levels of learning:                                   

85% individual learning, 15% organizational development

 
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Occasion / objective: 

  • Assuming the first leadership role
  • Multipliers for the implementation of the group strategy
  • Strengthening individual leadership skills
  • Impulses for personal development
  • International networking
  • Exploring and transferring core strategic initiatives into one’s own area of responsibility                                               

Target group:                                      

Young leaders before or in their first leadership role

Program elements:

  • International program with three 5-day in-person modules at international learning locations
  • 3-day Development Center
  • One-on-one coaching
  • Working on a strategic project over the duration of the program
  • Dialog with top management
  • Learning sponsorships
  • Job shadowing
  • Experiential learning elements
  • Development dialogs with HR

Levels of learning:                                   

80% individual learning, 20% organizational development

 
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Occasion / objective:                    

  • Foundation qualification of leaders at different levels who have been in leadership roles for less than 2 years
  • Increasing individual leadership competence (following an internal nomination process) with relevance to the internal requirements profile
  • Networking of leaders from the different companies of the same organization

Target group:                       

New leaders and project managers from various companies of a holding company

Program elements: 

  • Five in-person modules of (3 + 2 + 3 + 3 + 2) days
  • Self-organized peer group meetings
  • Complex business simulation

Levels of learning:                                   

90% individual learning, 10% organizational development


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Leadership programs focusing on:

Leadership and corporate culture

Occasion / objective:            

  • Upcoming internationalization
  • Greater need for leaders to network
  • Strengthening of entrepreneurial and strategic management competencies           

Target group:                            

Senior management (direct reports at board level), approximately 60 leaders in courses in German and English

Program elements:  

  • Three 3-day in-person modules
  • Three 1-day, facilitated peer group meetings
  • Literature and video service
  • Intermodular feedback meetings with board members
  • Management board dialog
  • Complex business simulation
  • Integration of the mission statement development process

Levels of learning:                          

60% individual learning, 40% organizational development


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Occasion / objective:             

  • Change in all board members for reasons of age
  • Strategic realignment with new structures and processes
  • New principles of collaboration (culture)
  • Mobilization and energization of participating executives
  • Individual and organizational development of poor leadership skills           

Target group:                            

Senior management (direct reports at board level)

Program elements:         

  • Five in-person events of between 1 and 5 days
  • First and last event with board participation
  • Work on operationally relevant topics in peer groups
  • Intermodular communication: webinars, self-organized peer group work and telephone-based peer group sparring
  • Unusual learning formats: business simulation in the wild, visiting social projects, learning journey

Levels of learning:                          

30% individual learning, 70% organizational development


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Leadership programs focusing on:

Self-leadership and the role of leadership

 

Occasion / objective:            

  • Foundation training on organization-specific leadership principles
  • Interdisciplinary networking

Target group:                            

  • Training of newly appointed and externally recruited national and international leaders (team leader to director)
  • To date, approximately 240 participating leaders in 20 courses in German and English

Program elements:  

  • 4 in-person modules of (3 + 2 + 2 + 2) days
  • Self-organized peer group meetings
  • Literature and video service
  • Complex business simulation

Levels of learning:                          

90% individual learning, 10% organizational development


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Occasion / objective:

  • Simultaneous development of the careers of solid line managers, project managers and technical managers
  • Implementation of a leadership code in the group (previously highly independent parts of the company)
  • Networking of leaders

Target group:

  • All line managers from foremen to managing directors and project managers with the same and different contents
  • Approximately 200 participating executives in 12 rounds

Program elements:

  • Three in-person modules of 1 to 3 days
  • Literature and video service
  • Intermodular feedback discussions with own manager
  • Business simulation

Levels of learning:

  • 80% individual learning, 20% organizational development


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Leadership programs focusing on:

Company management: goals/strategies/processes and structures

Occasion / objective:                    

  • First “formal” qualification of managers at department manager level
  • Increasing individual leadership skills with regard to the updated internal requirements profile for leaders
  • Development of skills to lead change processes
  • Networking of leaders 

Target group:                                      

Department managers who lead other managers (team leaders)

Program elements:  

  • Three mandatory in-person modules (2 or 3 days)
  • An optional module on the topic of “Leading Change.”
  • Individual leadership feedback within the context of a complex experiential learning project
  • Peer-to-peer consulting in connection with the modules
  • Literature service
  • Intermodular individual reflection tasks

Levels of learning:                                   

90% individual learning, 10% organizational development


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Occasion / objective:                    

  • Preparation for the imminent assumption of further leadership tasks
  • Strengthening of entrepreneurial and strategic management competencies
  • Driving changes resulting from the group strategy
  • International networking of leaders                                             

Target group:                                      

Middle-level leaders

Program elements: 

  • International program with three 5-day in-person modules at international learning locations
  • Preparation of a psychometric profile
  • One-on-one coaching
  • Peer-to-peer consulting
  • Dialog with top management
  • Sharing of experience with domain specialists
  • Learning excursions to regional offices
  • Leadership feedback in the context of a complex experiential learning project
  • Learning sponsorships
  • Job shadowing
  • Business simulation
  • Development dialogs with HR

Levels of learning:                                   

70% individual learning, 30% organizational development


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Occasion / objective:                    

  • Tapping new areas of business in a highly competitive environment
  • Rapid generation of innovative approaches
  • Short feedback loops and assignments at the board level
  • Strengthening the ability of senior management to act and make decisions                                              

Target group:                                      

First-level leaders under the management board

Program elements:  

  • Virtual kick-off
  • Self-directed, web-based planning and execution of a learning journey  
  • Modules: Strategy, Learning Journey and Transformation
  • Webinars on selected topics of leadership and management
  • Peer-to-peer consulting
  • Generating and implementing strategic initiatives
  • Design Thinking, Gamification and Business Model Generation
  • Experiential, agile business simulation
  • Dealing with business strategies outside the industry
  • Identification of risks and opportunities of disruption

Levels of learning:                                   

20% individual learning, 80% organizational development


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Our coaching formats

3-12 Monate

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.

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A typical executive coaching process can be seen here:

 

Another format involving elements of coaching and knowledge transfer for leaders is the Leadership Navigator.


4 Coachingsequenzen

Leadership role
Format
  • Structured coaching process comprising 4 coaching sequences and an optional team workshop
Who for?
  • Employees who are about to take on leadership responsibility or have just started in the role
Why?
  • Optimal support for the change of role
  • Gain acceptance as new leader
  • Develop effectiveness quickly
Why now?
  • 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
Content
  • 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?

The team

  • 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?

Relevant stakeholders

  • Who are the relevant stakeholders?
  • What is their relationship and importance to / for the unit?
  • How clear are the respective delivery relationships?

Purpose and task of the unit

  • What services are we responsible for delivering?
  • What are the strategic objectives?
  • What are the challenges facing the unit?

 

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 Colleagues in the leadership system

  • What has cooperation been like in the past?
  • Is there a common understanding as a management team?
  • What are my expectations?

My manager

  • What am I measured by?
  • What is important to my manager in our collaboration?
  • How do we communicate effectively and with appreciation?​
Process

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

Leadership Navigator

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
  • Mutual feedback
  • 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
  • Questioning-developing consultation
  • 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
  • Psychometric methods (e.g. MBTI, CAPTain, Reiss Profile, BIP) and concepts for developing self-control skills (e.g. transactional analysis, driver concept, awareness wheel) – optional

 


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