MISSION & PURPOSE

Starting point

For us, this journey began with a desire for more humane working cultures.

The emerging trend towards de-hierarchisation of work systems was already reflected in relevant publications and various initiatives after the Second World War:

• Emerging new leadership theories in the 1960s,
• semi-autonomous working groups in the 1970s,
• quality and workshop circles in the 1980s,
• self-managed group work in the 1990s,
• right up to
  the current agility movement

are examples of this mega-trend.

The emerging psychological findings initially found their way into the world of work via leadership training and coaching. The aim was to break down the authoritarian leadership style that was prevalent at the time.

Managers learned to respond to employees, involve them in all essential processes and generate commitment and satisfaction.

The psychological discipline initially remained in a separate sphere. Its potential contribution to increasing the performance of an organisation was not recognised or considered possible.

And that is the challenge for the future. It is about synchronising the personality of the individual, the characteristics of the culture and business management to achieve higher performance in our areas of work.

 

Wildenmann positioning in this context

Our range of services covers the entire value chain in the field of management and leadership:

• Assessment and talent management,
• Professionalisation of executives,
• Analysis and design of performance-oriented work cultures,
• Strategy-oriented design of individual functions such as sales, marketing, purchasing, etc.

This applies to training, coaching and interim management settings.

We need these broad skills for our strategic positioning.

Until now, psychology and business administration have tended to run parallel to each other in management. Looking at these two factors in isolation does not necessarily lead to synchronisation; synchronisation must be achieved through logical deduction of how a change in behaviour clearly improves the situation.

To this day, psychology tends to take a ‘healing’ approach and maintain a certain distance from the concept of performance. Business administration, on the other hand, regards humans as ‘homo economicus’ ceteris paribus.

Psychological findings existed alongside business administration and culture, but were not directly linked. However, only systematic coupling brings about the desired effect, with a clear view of the impact of psychological factors.

We synchronise both disciplines by consistently linking human behaviour directly to the technical and business requirements for improvement.

Every leader leaves a footprint in their own area. This footprint is created by people’s strengths and weaknesses, their inclinations and their inner attitudes. This footprint is reflected in the problems and advantages of a work area 1:1.

So we can draw on the strengths, as well as the improvement or compensation of weaknesses, as starting points for improving the performance of our work areas.

Most problems at the end of the value chain were leadership problems at the beginning of the value chain.

Admittedly, this combination is not easy to achieve. We have developed the methodological framework and the necessary analytical tools for this purpose. In our Leadership Circle Plus system, behavioural feedback is systematically combined with performance feedback.

In order to ensure this marriage of psychological insights, cultural factors and business management, we have developed the ‘Courageous Action’ approach. ‘Courageous Action’ is a high-priority approach to significantly improving the efficiency of one’s own area. It combines the footprint of personality with the effectiveness of the area and thus with business management.

With the ‘Courageous Action’ approach, we identify the leveraged, interconnected and significant factors in the fields of work and, by addressing them, achieve an increase in the performance and efficiency of a department or company.

The same applies to the culture of a company. The values of an organisation, the perceptions of individual members regarding their roles, and behavioural patterns have an immense influence on the behaviour of people in a company.

Everything is synchronised with the company’s strategy.

What sets us apart in our approach and consulting style is the systematic nature of our methodology and the consistency of our approach.