Key idea behind the method: Leadership as a lever for measurable corporate performance

The existing context in companies – with all its strengths and weaknesses – is no coincidence.

It is the direct result of management decisions and actions. What ultimately becomes apparent as a problem or disadvantage at the end of the value chain was often a conscious or unconscious management decision at the beginning.

This means that: Every manager leaves a clearly recognisable leadership footprint in their own area of responsibility. This has both a positive and negative effect on the motivation, performance and productivity of teams and organisational units.

This effect is reflected, among other things, in key business indicators such as:

• Reduction of waste and rework
• Shortening of throughput times
• Increase in sales performance and turnover
• Reduction in absenteeism
• Increase in innovative strength

The economic impact of leadership behaviour is often underestimated in companies.

At the same time, this is precisely where enormous leverage lies: The targeted combination of leadership behaviour and operational productivity makes it possible to sustainably increase the performance of individual departments or entire organisations.

Purpose and benefits of the method

The central starting point is 360° feedback, which makes leadership behaviour transparent and comparable. However, the primary goal is not the individual personal development of managers, but rather the systematic improvement of company performance.

Through a clearly structured process, leadership is developed in a targeted manner to achieve concrete economic effects – measurable, sustainable and controllable.

Benefits for companies:

• Higher productivity and efficiency
• Improved leadership quality
• Clear prioritisation of development measures
• Measurable ROI from leadership development

Methodology: The 5-step process

1. Transparency through surveys and analysis

The first step is to systematically identify the strengths and areas for development of managers. The following tools are used, among others:

• 360° feedback instruments (e.g. Leadership Circle)
• Personality diagnostics (e.g. Reflector Big Five)
• Interviews on biography and strategic agility

The focus is deliberately placed on a few causally effective factors. As a rule, one or two key strengths and weaknesses are sufficient for a well-founded analysis.

2. Identifying effective starting points in everyday life

Every strength and weakness leaves a concrete footprint in everyday working life. The effects that have the greatest influence on economic indicators and performance are specifically identified.

3. Smart Change Management

Concrete measures are defined for the prioritised starting points – in terms of behaviour, processes and methods. This results in a clearly formulated ‘bold action’, including the necessary support formats.

4. Consistent tracking of results

Implementation is accompanied by regular pit stops – individually and as a team. Internal coaches can effectively support this process. The focus is equally on behavioural and results development.

5. Measurable performance improvement and ROI

Finally, the performance improvements achieved are measured, aggregated and evaluated. This results in a clear return on investment for the entire measure and a solid basis for further leadership and organisational development.