Starting point

For us, this journey began at the origin of the longing for more humane work cultures.

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

• emerging new leadership theories in the 60s,
• semi-autonomous working groups in the 70s,
• quality and workshop circles in the 80s,
• self-managing group work in the 90s, up to
• the current agility movement

are examples of this mega-trend.

The psychological insights that became established initially flowed into the world of work via leadership training and coaching. The aim was to reduce the authoritarian management style that was so prevalent at the time.

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

The discipline of psychology initially remained in a confined space. Its potential contribution to increasing the performance of an organization was either not seen or not considered possible.

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

 

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,
• Professionalization of managers,
• Analysis and design of performance-oriented work cultures,
• strategy-oriented design of individual functions such as sales, marketing, purchasing, etc.

This in training, coaching and interim management settings.

We need these broad competencies for our strategic positioning.

Until now, the disciplines of psychology and business administration have tended to work in parallel in management. Looking at these two factors in isolation does not necessarily lead to synchronization; synchronization must be established: Through a logical deduction of how a change in behavior clearly affects the improvement of the situation.

To this day, psychology has tended to adopt a “healing” approach and maintain a certain distance from the idea of performance. Business administration views people ceteris paribus as “homo oeconomicus”.

The psychological findings stood alongside business management, alongside culture, and were not directly and consciously linked. But only the systematic linkage brings the effect. With a clear view of the impact of psychological factors.

We synchronize both disciplines by consistently linking human behavior directly with the technical and economic necessities of improvement.

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

We can therefore draw starting points for improving the performance of our work areas from the utilization of strengths and the improvement or compensation of weaknesses.

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

Admittedly, this linkage is not easy to accomplish. We have developed the methodological framework and the necessary analytical tools for this. In our Leadership Circle Plus system, behavioral feedback is systematically linked to performance feedback.

In order to ensure this marriage of psychological insights, cultural factors and business management, we have developed Courageous Action. Courageous Action is a highly prioritized starting point for significantly improving the effectiveness of your own area. It combines the personality footprint with the effectiveness of the area and thus with business management.

With the Courageous Action, we solve the leverage-effective, networked and significant factors from the fields of work and, in their solution, achieve an increase in the performance and efficiency of a division or company.

The same applies to a company’s culture. The values of an organization, the perceptions of the individual members regarding the functions, and the behavioural patterns have an immense influence on the behaviour of the people in a company.

Everything is synchronized with the company’s strategy.

The difference we make in our approach and consulting style is the systematic nature of our methodology and the consistency of our approach.