Leadership skills

The success of a company depends to a large extent on the leadership and skills of its managers. Giving feedback, motivating employees and delegating tasks are some of the key elements of successful leadership. However, the demands placed on leaders are increasingly numerous, and the roles they have to take on are more and more diverse. Key leadership skills for the 21st century include being able to successfully lead virtual and intercultural teams and to act as a coach or change manager.
Diversity & Inclusion – Vielfalt führen und fördern
Diversity & Inclusion – Vielfalt führen und fördern
Diversity & Inclusion – Vielfalt führen und fördern
Mittlerweile entscheidet sich ein Großteil der Unternehmen bewusst für Diversität. Internationale Zusammenarbeit, demografischer Wandel, Frauen in Führungspositionen und Individualität auch am Arbeitsplatz – berufliche und private Rahmenbedingungen haben sich geändert und verlangen nach Toleranz und Respekt für unsere diverse Gesellschaft. Aber was bedeutet Vielfalt oder Diversität eigentlich? Welche Vorteile bietet Vielfalt für Unternehmen? Und wie können Führungskräfte diese Vielfalt Schritt für Schritt fördern und als festen Teil der Unternehmenswerte etablieren? Dies erfahren Teilnehmende in diesem E⁠-⁠Learning.
Mitarbeitende im Homeoffice führen und motivieren
Leading and Motivating Employees in Home Office
Leading and Motivating Employees in Home OfficeLeading and Motivating Employees in Home Office
More and more often people are working from home. The basic tasks of managers remain the same; they are based on a combination of people-oriented and goal-oriented leadership. This results in five central challenges: building trust, achieving results, resolving conflicts, developing employees and motivating employees. However, these leadership challenges have to be mastered differently at a distance than they are in direct contact with employees. Participants learn how to do this in this e⁠-⁠training course.
Fremdpersonal richtig einsetzen - Was Führungskräfte wissen müssen
Fremdpersonal richtig einsetzen - Was Führungskräfte wissen müssen
Fremdpersonal richtig einsetzen - Was Führungskräfte wissen müssen
Die Teilnehmenden lernen Möglichkeiten des Fremdpersonaleinsatzes und entscheidende Faktoren über den zu wählenden Vertrag kennen. Sie erfahren, wie sie Verträge richtig gestalten, um illegale Beschäftigungsverhältnisse zu vermeiden. In einer professionellen Moderation, Videos und Erklärfilmen werden außerdem Unterschiede, Abgrenzungskriterien und ein Risiko-Check angeboten.
Führen nach Reifegrad
Situational Leadership
Situational LeadershipSituational LeadershipSituational LeadershipSituational Leadership
The maturity model is also known as "situational leadership". The participants learn to lead employees in a way that corresponds to their individual situation. Four different leadership styles are discussed: instructive, guiding, participative, and delegating. They also learn how to assess the respective maturity level of an employee.
Neu in der Führungsrolle
New To The Leadership Role
New To The Leadership RoleNew To The Leadership RoleNew To The Leadership RoleNew To The Leadership Role
The focus is on specialists who are promoted to management level. The training is suitable as a preparation for management tasks and imparts knowledge in the areas of result control, process management, employee leadership and self-management. The participants learn how to deal with different expectations and conflicts of interest. In addition, seven leadership myths are explained and refuted - because leadership does not fit into simple patterns.
Interkulturelle Kommunikation in Teams
Intercultural Communication in Teams
Intercultural Communication in TeamsIntercultural Communication in TeamsIntercultural Communication in TeamsIntercultural Communication in Teams
Teams are becoming ever more heterogeneous, as the team members often hail from different countries and cultures. Consequently, intercultural communication is becoming more and more important, especially in the context of work.  In this e⁠-⁠learning course, the participants will learn what "culture" means exactly. The e⁠-⁠training course deals with the most important cultural dimensions from the works of Geert Hofstede and E. T. Hall. The participants will also learn how to become more aware of cultural differences and will receive valuable leadership tools with which to manage intercultural teams. The aim of the e⁠-⁠training course is to enhance the intercultural skills of the participants.
Mitarbeitergespräche führen
Appraisal Dialog And Other One To One Meetings
Appraisal Dialog And Other One To One MeetingsAppraisal Dialog And Other One To One Meetings
Employee appraisals are a central control instrument in day-to-day management. They are the basis for a mutual exchange of information and intensive relations with employees. Michael Lorenz presents the different occasions and forms of employee appraisals. He imparts important background knowledge to the participants and also provides them with numerous practical implementation tools.
Konfliktmanagement für Führungskräfte
Conflict Resolution for Managers
Conflict Resolution for ManagersConflict Resolution for ManagersConflict Resolution for ManagersConflict Resolution for Managers
For managers, the rule is: intervene as little as possible, but as much as necessary in a conflict involving their own employees. As a starting point, it is important to also recognize hidden conflicts and assess their severity. The theoretical basis for this is provided by Friedrich Glasl's model of the nine stages of conflict escalation. It clearly shows how conflicts can escalate if timely intervention is neglected. For each escalation stage, managers therefore learn various methods of conflict resolution - from the promotion of independent conflict resolution to mediation and arbitration as well as to the intervention of power.
Mitarbeitende motivieren
Motivating Team Members
Motivating Team MembersMotivating Team MembersMotivating Team MembersMotivating Team Members
When employees hide behind their desks, it does not have to be because of ill will or convenience. They often lack knowledge, ability and confidence in themselves. So how can managers motivate their employees to come out of their shell and face new tasks? In this e⁠-⁠learning, the participants will learn helpful methods of employee motivation. The focus is on the so-called "self-efficacy".
Das Bewerbergespräch führen
Conducting the Interview
Conducting the InterviewConducting the InterviewConducting the InterviewConducting the Interview
This e⁠-⁠training video features video lectures, tips, mnemonics, transfer tasks, templates, study questions, key messages, and a knowledge check. Participants learn step-by-step how to create a job description, develop a job profile, conduct the job interview, ask the right questions and draw the right conclusions.
Teamentwicklung erfolgreich gestalten
Successfully Structuring Team Development
Successfully Structuring Team DevelopmentSuccessfully Structuring Team DevelopmentSuccessfully Structuring Team DevelopmentSuccessfully Structuring Team Development
In this e⁠-⁠learning course, the participants acquire the basics for their job as team leaders. They learn to set attractive, achievable and accepted team goals to motivate their team in the long run. They learn how to ensure a clear distribution of tasks within their team and how to agree on and implement goal-oriented rules. Furthermore, the e⁠-⁠learning includes measures to promote constructive communication. And it shows the participants how they can use simple means to sustainably promote trust and cohesion in their team.
Feedback geben
Giving Feedback
Giving FeedbackGiving FeedbackGiving FeedbackGiving Feedback
In this e⁠-⁠learning the participants get to know the model of the Johari-window. It shows the difference between the perception of others and the perception of oneself. It clarifies the "blind spot" and shows why the "secret" will remain a secret. With the help of the course it is taught that "giving feedback" does not mean "praise" or "criticize". Rather, it is about the systematic opening of self-perception through feedback from outside.
Change Management mit Klaus Doppler
Change Management (with Chinese Subtitles)
Change Management (with Chinese Subtitles)Change Management (with Chinese Subtitles)
It is the dream of every manager to develop an idea, get the employees together, distribute the tasks - and then the process runs straight to the goal. Nothing could be further from reality - resistance will arise. Klaus Doppler, the "pope" of change management, presents the four pillars of change in our e⁠-⁠learning course "Change Management". He thus imparts fundamental knowledge about change processes.
Führen mit Empathie
Führen mit Empathie
Führen mit Empathie
Die Fähigkeit, empathisch zu führen, gilt in der Führung als Königsdisziplin. Wenn es Ihnen im beruflichen Alltag gelingt, Ihr Team mit Wertschätzung und Vertrauen zu führen, werden Sie Ihre Mitarbeitenden leichter für sich gewinnen können. Denn mit Empathie nehmen Sie nicht nur andere Menschen mit – Sie können sie auch besser verstehen und sich in sie hineinversetzen. Damit schaffen Sie eine Arbeitsatmosphäre, in der sich Ihr Team geschätzt weiß und deshalb wohlfühlt. Das wirkt sich auf jedes Gespräch und nicht zuletzt auch auf Ihre Überzeugungskraft als Vorgesetzte oder Vorgesetzter positiv aus. Wer im Umgang mit anderen Menschen Empathie und Achtsamkeit zeigt, kann seine Gegenüber zudem besser einschätzen und vermeidet damit negative Folgen von Fehleinschätzungen. Aber empathisches Führen will gelernt sein. In diesem Training erfahren Sie, wie Sie Emotionen anderer Menschen besser wahrnehmen und deren Motive leichter verstehen können. Aus diesem Verständnis heraus wird es sicherer gelingen, geeignete Handlungsweisen abzuleiten.
Teamrollen kennen und produktiv machen
Knowing Team Roles And Making Them Productive
Knowing Team Roles And Making Them ProductiveKnowing Team Roles And Making Them ProductiveKnowing Team Roles And Making Them ProductiveKnowing Team Roles And Making Them Productive
The core of this e⁠-⁠learning is the team role model according to Meredith Belbin. The participants get to know the three main roles that are to be filled in teams:  Activity-based roles, thinking and problem-solving roles and people-oriented roles. The strengths and weaknesses of the individual roles are presented in detail in various videos. This promotes understanding and appreciation of the role model and the resulting role differences. The e⁠-⁠learning also contains checklists, exercises and transfer tasks. The aim of the e⁠-⁠learning is to support the participants in their skill development.
Die Führungskraft als Coach
The Manager as a Coach
The Manager as a CoachThe Manager as a Coach
Coaching is a highly effective option for supporting people in their development. Managers can also use the coaching approach to strengthen the self-responsibility, motivation, and performance of their employees. At the same time, given the countless offers that are available, there is tremendous uncertainty about what coaching actually is and how it can be employed for best results. This training explains what coaching is all about and how managers in particular can put coaching to use for their teams. It also explains key skills and methods as well as a globally established model that can be used for structuring coaching conversations.
Mitarbeitende führen in der Krise
Leadership in Times of Crisis
Leadership in Times of CrisisLeadership in Times of CrisisLeadership in Times of CrisisLeadership in Times of Crisis
This e⁠-⁠learning teaches how to manage crises. Video lectures introduce the phases of a crisis and explain how to successfully move through immense challenges with effective communication, resilience, and techniques for staying calm. The e⁠-⁠learning uses transfer tasks, comprehension questions, key messages, and a final test to help each participant meet the learning objectives.
Teamphasen erfolgreich gestalten
Manage Team Phases Successfully
Manage Team Phases SuccessfullyManage Team Phases SuccessfullyManage Team Phases SuccessfullyManage Team Phases Successfully
The four team phases according to Bruce Tuckman form the core of this e⁠-⁠learning course. The participants will learn how to accompany their team proactively through the individual team phases. The e⁠-⁠learning course deals with each team phase individually and shows the essential features of the respective phases using convincing dramatizations. Building on this, the participants will learn more about the management instruments suitable for each team phase. The five dysfunctions of a team according to Lencioni are presented in a separate chapter. The e⁠-⁠learning course also contains checklists, exercises and transfer tasks. The aim of the e⁠-⁠learning course is to support the participants in skill development.
Trennungsgespräche führen
Conducting Termination Meetings
Conducting Termination MeetingsConducting Termination Meetings
Termination meetings differ from other meetings due to immense importance they have for the employees involved. They are often associated with a great emotional shock that can manifest in various ways. It is part of your job as a manager to conduct termination meetings in a professional and respectful manner. This e⁠-⁠training course will equip you with the tools you need to do this. You will learn the proper way to perpare and how you should plan and structure termination meetings. One focus of the e⁠-⁠training course is handling emotional factors: What are typical reactions and how can you deal with them well? In an extra chapter, you will learn how to conduct termination meetings by online videoconferencing or telephone.
Gute Entscheidungen treffen
Making Good Decisions
Making Good DecisionsMaking Good DecisionsMaking Good DecisionsMaking Good Decisions
Decisive strength is an essential skill in an ever faster changing environment. Participants can train this competence in this multimedia e⁠-⁠learning. They learn to quickly decide in which category a topic belongs, what needs to be done immediately and what can be postponed. And they learn methods to systematically prepare good decisions and then be able to make them.
Aufgaben Delegieren
Delegating Tasks
Delegating TasksDelegating TasksDelegating TasksDelegating Tasks
Delegating is more than just "do it"! The participants learn which tasks can be delegated in principle and which ones must not be passed on under any circumstances. They learn to develop requirement profiles in order to be able to assign the respective activities to suitable employees. The four stages of the delegation discussion are then presented. The participants also learn to avoid back delegations and to check agreements and deadlines.
Laterale Führung - Erfolgreich führen ohne Vorgesetztenfunktion
Lateral Leadership — Leading Effectively Without Being a Supervisor
Lateral Leadership — Leading Effectively Without Being a SupervisorLateral Leadership — Leading Effectively Without Being a Supervisor
More and more projects are being executed outside of traditional corporate hierarchies, by interdepartmental or even intercompany teams assembled based on competencies. In teams like these, there is often no disciplinary leader. Instead, the team has a lateral leader. That leader is then responsible for the project results but without being a superior in charge of the team. In this course, we will explain what exactly the special characteristics of lateral leadership are. We will use a practical example to show you how lateral leadership operates and what leadership tools are of special importance.
Change Management – Veränderungsprozesse erfolgreich gestalten
Change Management – Successfully shaping change processes
Change Management – Successfully shaping change processesChange Management – Successfully shaping change processesChange Management – Successfully shaping change processesChange Management – Successfully shaping change processesChange Management – Successfully shaping change processes
Professional moderation, videos and explanatory films teach how managers can successfully shape change processes. The e⁠-⁠learning introduces the best-known change models and the individual phases of a change process. It also provides concrete measures and tools for the individual phases and sheds light on how to deal with resistance. Exercise questions, transfer tasks, key messages and a final test anchor the content.
Virtuelle Teams – Kommunikation
Virtual Teams – Communication
Virtual Teams – CommunicationVirtual Teams – CommunicationVirtual Teams – CommunicationVirtual Teams – Communication
Communication is the fuel that powers all teamwork. This also applies to virtual teams. In this e⁠-⁠learning course, the participants will learn how to establish efficient communication in virtual teams. They will learn which digital media are suitable for which occasions and what they should think about when choosing the respective medium. Furthermore, the participants will learn to regulate the collaboration in their virtual team and to avoid media-induced misunderstandings. The e⁠-⁠learning course specifically addresses how virtual meetings must be conducted.
Virtuelle Teams – Motivation und Vertrauen schaffen
Virtual Teams – Motivation and Trust
Virtual Teams – Motivation and TrustVirtual Teams – Motivation and TrustVirtual Teams – Motivation and TrustVirtual Teams – Motivation and TrustVirtual Teams – Motivation and Trust
Leading virtual teams is a skill that can be learned. The participants will learn how to motivate virtual teams remotely and in a media-appropriate way. They will learn to build trust between the individual team members working in different locations around the world. Another focus area of the e⁠-⁠learning course is for the participants to learn how to promote social networking in a team. In the last chapter, they will learn how to give effective feedback even remotely.