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Leadership programme “Healthy leadership in practice”
Two half days for managers who are expected to promote healthy ways of working in their teams and to set an example themselves. Participants learn methods for organising their own way of working, communicating tasks and priorities clearly, and prioritising and staggering changes for their team. Between the two sessions there are four weeks in which they try out new behaviours in everyday work.
- 2 half days
- 4-week practice phase
- 6 to 10 managers at one level or in one department
- online or on site in Germany
For whom
For 6 to 10 managers at one level or in one department, particularly in middle management.
Teams are guided by how their manager behaves: how the manager sets priorities, distributes tasks and deals with mistakes. That is why the programme starts with this behaviour.
Structure
Why two half days?
New behaviour has to be tried out in everyday work. That is why there are four weeks between the sessions, and the second session builds on this experience.
Session 1
Your own behaviour.
Each manager first works out how much working time they actually have available themselves. In a walking conversation in pairs, the participants consider which behaviour their team observes in them.
Then the focus is on leading the team: how do I assign tasks clearly, how do I hold conversations about priorities and workload, and how do I give regular feedback? At the end, each person defines three behaviours that their team should notice from the next day. Not general ones such as “communicate better”, but specific ones: “I end every meeting with a decision or a next step.”
Practice phase
Four weeks of putting it into practice.
The participants put their three behaviours into practice in everyday work and answer three short questions about them at the end of each working day. After two weeks we get in touch and ask how things stand.
Session 2
Priorities and changes in the department.
First, the participants report what feedback they have received from their teams. Then we record all change initiatives currently running in the department and clarify together which initiatives the managers will end, postpone or submit to senior management for a decision. From the overview we derive the metric for parallel initiatives. It compares the number of ongoing initiatives with the number that the team can implement at the same time, as assessed by the managers. The metric is a factual basis for conversations with senior management.
Finally, the management level agrees three rules for itself, for example on dealing with new demands from senior management, on priorities when initiatives run in parallel and on availability to the teams.
Results
Three specific behaviours per manager, tried out in everyday work
An overview of all ongoing change initiatives in the department, with an upper limit for parallel initiatives
A signed agreement at management level
The metric for parallel initiatives for your department
The review six weeks after the second session
Scope and costs
Quote after the first conversation
The service includes preparation with a baseline measurement, both sessions, support during the practice phase, materials, the review after six weeks and the report. Travel costs for on-site appointments are charged separately.
Frequently asked questions
Is this classic leadership training?
No. The focus is not on conversation techniques but on two questions: how does the team experience its manager’s behaviour, and how does the manager shape the way the team works?
Can this be combined with the team workshop?
Yes, and we recommend it: first the managers, then the teams. We offer this combination as support over three months.
What if senior management is not involved?
Then the managers work on what lies within their own responsibility. In addition, the metric for parallel initiatives gives them a basis for the conversation with senior management.