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.
Teamphasen erfolgreich gestalten
macrolearningManage Team Phases Successfully
Manage Team Phases SuccessfullyManage 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. Participants will learn how to accompany their team proactively through a series of phases. The course explains each phase individually and shows examples of the phase using common scenarios. Building on this, participants learn more about management instruments suitable for each phase. The five dysfunctions of a team according to Lencioni are also presented in a separate chapter. This course contains checklists, exercises and transfer tasks.
Die Führungskraft als Coach
macrolearningThe Manager as a Coach
The Manager as a CoachThe Manager as a CoachThe Manager as a CoachThe 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.
Führen nach Reifegrad
macrolearningSituational Leadership®
Situational Leadership®Situational Leadership®Situational Leadership®Situational Leadership®Situational Leadership®
The maturity model is also known as Situational leadership®. In this course, participants learn to lead employees in a way that corresponds to their individual situation. Four different leadership styles are discussed: instructive, coaching, participative, and delegating. They also learn how to assess the respective maturity level of an employee.
Teamrollen kennen und produktiv machen
macrolearningKnowing 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 ProductiveKnowing Team Roles and Making Them Productive
At the core of this e⁠-⁠learning are Meredith Belbin's team roles. The participants get to know the three main types of roles on a team: activity-based, thinking and problem-solving, and people-oriented roles. Strengths and weaknesses of each role are presented in detail, promoting understanding and appreciation of the Belbin model and the resulting role differences. Aiming to support the participants in their skill development, this course also contains checklists, exercises, and transfer tasks.
Fremdpersonal richtig einsetzen – Was Führungskräfte wissen müssen
macrolearningCorrect Deployment of External Personnel—What Managers Need to Know
Correct Deployment of External Personnel—What Managers Need to KnowCorrect Deployment of External Personnel—What Managers Need to Know
Participants will learn about options for external staffing and criteria for choosing the right form of contract. They will learn how to properly draft contracts to avoid illegal employment. Professional moderation, videos and explanatory films also offer differences, delimitation criteria and a risk check.
Mitarbeitende im Homeoffice führen und motivieren
macrolearningLeading and Motivating Employees in Home Office
Leading and Motivating Employees in Home OfficeLeading and Motivating Employees in Home OfficeLeading and Motivating Employees in Home OfficeLeading and Motivating Employees in Home OfficeLeading and Motivating Employees in Home Office
More and more often people are working from home. Managerial tasks remain the same and 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 executed differently at a distance compared to when in direct contact with employees. Get started to unlock this crucial skill.
Führen mit Empathie
macrolearningLeading with Empathy
Leading with EmpathyLeading with EmpathyLeading with EmpathyLeading with Empathy
The ability to lead with empathy is considered to be an essential discipline in leadership. If you succeed in managing your team with appreciation and trust in on a daily basis, you will be able to win over your employees more easily. Because with empathy, you not only take other people with you – you can also better understand them and put yourself in their shoes. This will create a working atmosphere in which your team will know they are appreciated, making them feel more comfortable. This will have a positive effect on every conversation along with your ability to persuade and convince others as a manager. Those who show empathy and attentiveness to other people can also better assess their attitude and thus avoid the negative consequences of misjudgments. However, leading with empathy is something that needs to be learned. In this training course, you will learn how to be more perceptive of other people's emotions and understand their motives. By applying this understanding, you will have greater assurance in working out suitable courses of action.
Mitarbeitende führen in der Krise
macrolearningLeadership in Times of Crisis
Leadership in Times of CrisisLeadership 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.
Mein neues Teammitglied ist auch nach Monaten noch hilflos
microlearningMy new team member is still helpless months later
My new team member is still helpless months later
New employees need support at every stage of the onboarding process. There are three simple steps you can take to help them settle in well at the company.
Das Onboarding endet nicht mit der Probezeit
microlearningOnboarding does not end with the probationary period
Onboarding does not end with the probationary period
Support new employees even after their probationary period by motivating and encouraging them. In this way, you can integrate them into the company in the long term and build up a long-term relationship.
Mein Teammitglied hat die Motivation verloren
microlearningMy Team Member Has Lost Motivation
My Team Member Has Lost MotivationMy Team Member Has Lost Motivation
How do you get employees who used to be high performers and have lost their motivation back on track? This micro gives tips on how this can work with the three basic motives.
Mit den Basismotiven Mitarbeitende individuell motivieren
microlearningMotivate Employees Individually With The Basic Motives
Motivate Employees Individually With The Basic MotivesMotivate Employees Individually With The Basic Motives
Every person is driven by different things. By knowing the basic motives, you can have a positive influence on your employees' motivation!
Ich möchte in meinem Team die AI Literacy erhöhen
microlearningI Want to Increase AI Literacy in My Team
I Want to Increase AI Literacy in My TeamI Want to Increase AI Literacy in My Team
How you as a manager can improve the AI literacy of your team, with a special focus on Responsible AI.
Generationenübergreifende Zusammenarbeit – so klappt´s
microlearningIntergenerational Collaboration and How It Works
Intergenerational Collaboration and How It WorksIntergenerational Collaboration and How It WorksIntergenerational Collaboration and How It Works
Despite (age) differences in the team, look for common ground, clarify points of friction, agree on rules and benefit from each other.
Wissenstransfer von Alt zu Jung und umgekehrt
microlearningBridging Generational Gaps through Intergenerational Knowledge Exchange
Bridging Generational Gaps through Intergenerational Knowledge ExchangeBridging Generational Gaps through Intergenerational Knowledge ExchangeBridging Generational Gaps through Intergenerational Knowledge Exchange
If the transfer of knowledge within the team stalls at generational boundaries, it's time to overcome this barrier. This micro gives tips on how to do this. This way, you can utilise potential and your team can learn from each other!
Meine Mitarbeitenden werden immer gestresst, sobald ich den Raum betrete
microlearningMy employees always get stressed as soon as I enter the room
My employees always get stressed as soon as I enter the room
A manager can be a stressor for their team that is perceived as a burden or a resource that provides support and helps them to cope with stress. This micro gives managers tips on how they can better manage to be a resource.
Ich lasse meinen Mitarbeitenden viel Handlungsspielraum, trotzdem sind sie unzufrieden
microlearningI give my employees a lot of room for manoeuvre, but they are still dissatisfied
I give my employees a lot of room for manoeuvre, but they are still dissatisfied
More room for manoeuvre for employees does not automatically mean more well-being. This microlearning is designed to help managers differentiate: What is real room for manoeuvre? Where is freedom useful and when would leadership be desirable?
Mehr Wohlbefinden der Mitarbeitenden durch Vermeidung von Gratifikationskrisen
microlearningGreater employee well-being by avoiding gratification crises
Greater employee well-being by avoiding gratification crises
Avoiding gratification crises can not only have a positive impact on the productivity of team members, but also on their well-being. Microlearning provides tips on how to do this.
Verständnis für Rollenunterschiede im Team fördern
microlearningFostering Appreciation for Role Variations Within the Team
Fostering Appreciation for Role Variations Within the Team
Teams excel when members interact productively within their diverse roles. It's essential for individuals to recognize these role differences and collaborate with mutual understanding. As a manager, it is your job to foster this understanding!
Rollen im Team erkennen und nutzen
microlearningEmbracing and Leveraging Team Roles
Embracing and Leveraging Team Roles
Different roles enrich your team and increase its efficiency! The Meredith Belbin role model outlines three key role groups and their contributions to achieving success together.
Meine Mitarbeitenden finden Weiterbildung unnötig
microlearningMy employees find further training unnecessary
My employees find further training unnecessary
In this micro you will learn how to motivate your employees to see lifelong learning as something worth striving for and how to create a culture of curiosity and thirst for knowledge.
Meine Mitarbeitenden schaffen es nicht, Lernen im Tagesablauf einzubauen
microlearningMy employees don't manage to incorporate learning into their daily routine
My employees don't manage to incorporate learning into their daily routine
What most employees lack when it comes to further training is time. Here you will learn how to find learning time together with them.
Working out Loud: Wissen zwischen Mitarbeitenden teilen
microlearningWorking out Loud: Sharing knowledge between employees
Working out Loud: Sharing knowledge between employees
Employees set themselves a learning goal and share their knowledge in a group of people with similar challenges. This exchange enables them to support and develop each other.
Mit Lernplänen Mitarbeitende gezielt weiterbilden
microlearningTraining employees in a targeted manner with learning plans
Training employees in a targeted manner with learning plans
In today's fast-paced professional world, you can use learning plans to provide all your employees with professional development so that they benefit themselves and your company benefits too.
Im Bewerbungsgespräch habe ich das Gefühl, mein Gegenüber ist nicht ehrlich
microlearningI Doubt My Interviewee Is Being Honest
I Doubt My Interviewee Is Being HonestI Doubt My Interviewee Is Being HonestI Doubt My Interviewee Is Being Honest
If you sense that the candidate is holding back, it may be helpful to approach your assessment with empathy and understanding to uncover the underlying cause.
Mein:e Bewerber:in stellt im Bewerbungsgespräch keine Fragen zum Job oder dem Unternehmen
microlearningMy Candidate Doesn't Ask Questions About the Job or Company in the Interview
My Candidate Doesn't Ask Questions About the Job or Company in the InterviewMy Candidate Doesn't Ask Questions About the Job or Company in the InterviewMy Candidate Doesn't Ask Questions About the Job or Company in the Interview
If applicants don't ask any questions about the job or the company during the interview, this quickly creates the feeling that they are not interested in the job. It's best to address this before you turn them down.
Nach meiner Delegation bringt ein Teammitglied das Ergebnis nicht
microlearningWhen Delegating Tasks to My Employee Falls Short of Expected Results
When Delegating Tasks to My Employee Falls Short of Expected ResultsWhen Delegating Tasks to My Employee Falls Short of Expected ResultsWhen Delegating Tasks to My Employee Falls Short of Expected Results
You delegate tasks to your employees, but they don't complete them to your satisfaction. However, an unsatisfactory result serves as a learning or training opportunity for the employee.
Ich möchte nicht delegieren, weil ich die Aufgabe lieber selbst abschließen will
microlearningI Don't Want to Delegate Because I Prefer to Complete the Task Myself
I Don't Want to Delegate Because I Prefer to Complete the Task MyselfI Don't Want to Delegate Because I Prefer to Complete the Task MyselfI Don't Want to Delegate Because I Prefer to Complete the Task Myself
It can be difficult to delegate tasks that are enjoyable, but it is crucial for both time management and employee development.
Situatives Führen: Meine Mitarbeitenden stufen sich reifer ein als ich sie
microlearningMy Team Members Evaluate Their Skill Level Higher Than I Do
My Team Members Evaluate Their Skill Level Higher Than I DoMy Team Members Evaluate Their Skill Level Higher Than I DoMy Team Members Evaluate Their Skill Level Higher Than I Do
The level of management you provide your employees depends on their skills and motivation. However, highly motivated employees often overestimate their skills and seek tasks or positions for which they are not yet competent. In this micro-learning course, you will learn how to react appropriately in this situation and, most importantly, how to appreciate your employees.
Ich merke, dass ich als Führungskraft nicht alles lösen kann
microlearningI Realize That as a Manager I Can't Solve Everything
I Realize That as a Manager I Can't Solve EverythingI Realize That as a Manager I Can't Solve EverythingI Realize That as a Manager I Can't Solve Everything
Managers often have to deal with unrealistic expectations of perfection on the part of their employees or colleagues. In this micro-learning you will learn how to reduce these expectations and develop a leadership style that is authentic and creates an environment of trust and collaboration.