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.
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.
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 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.
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 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.
Situatives Führen: Meine Mitarbeitenden stufen sich reifer ein als ich sie
microlearningSituational Leadership: My Team Members Evaluate Their Skill Level Higher Than I Do
Situational Leadership: My 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.
Ein Teammitglied schadet mit häufigen Fehlern der Teamperformance
microlearningA Team Member Undermines Team Performance with Frequent Mistakes
A Team Member Undermines Team Performance with Frequent Mistakes
To avoid mistakes, a functional feedback culture and open communication are just as important as the joint exploration of possible causes. This micro provides impulses for that.
Es fällt mir schwer, Gleichbehandlung bei individuellen Problemen meiner Mitarbeitenden umzusetzen
microlearningI Find It Difficult to Implement Equal Treatment for My Employee's Individual Problems
I Find It Difficult to Implement Equal Treatment for My Employee's Individual ProblemsI Find It Difficult to Implement Equal Treatment for My Employee's Individual ProblemsI Find It Difficult to Implement Equal Treatment for My Employee's Individual Problems
Ensuring equality doesn't involve imposing rigid one-size-fits-all solutions. This micro explains how fairness and respect can be integrated into team dynamics while considering the individual needs of each team member.
Meine älteren Mitarbeitenden nehmen mich als junge Führungskraft nicht ernst
microlearningMy Older Employees Don't Take Me Seriously as a Young Manager
My Older Employees Don't Take Me Seriously as a Young Manager
Managers always have to prove themselves to some extent. The situation is intensified when young managers face older team members. This micro provides tips to young team leaders.
Jüngere Kolleg:innen haben keinen Respekt vor meinem Erfahrungsschatz
microlearningYounger Colleagues Don't Respect My Wealth of Experience
Younger Colleagues Don't Respect My Wealth of Experience
If younger colleagues do not respect the life experiences and achievements of older team members, a conversation on equal footing is needed.
Ich weiß nicht, wie ich in Krisenzeiten mit irrationalen Ängsten meiner Mitarbeitenden umgehen soll
microlearningNavigating Employees' Irrational Fears in Times of Crisis
Navigating Employees' Irrational Fears in Times of CrisisNavigating Employees' Irrational Fears in Times of Crisis
When the company is in crisis, fear often spreads among the employees. Find out here how you, as a leader, can address concerns and apprehensions.
Mein Teammitglied sträubt sich gegen den digitalen Fortschritt
microlearningMy Team Member's Resistance to Embracing Digital Advancements
My Team Member's Resistance to Embracing Digital AdvancementsMy Team Member's Resistance to Embracing Digital AdvancementsMy Team Member's Resistance to Embracing Digital Advancements
Changes create uncertainty. Changes associated with digital innovations generate even more uncertainty. In this micro, you'll learn how to support your employees in embracing digital progress and working with it instead of against it.
Ich fühle mich als weibliche Führungskraft von meinen männlichen Kollegen nicht ernst genommen
microlearningBeing a Female Manager: I Struggle with Being Taken Seriously by Male Colleagues
Being a Female Manager: I Struggle with Being Taken Seriously by Male ColleaguesBeing a Female Manager: I Struggle with Being Taken Seriously by Male ColleaguesBeing a Female Manager: I Struggle with Being Taken Seriously by Male Colleagues
A wry look, an offhand comment—on a bad day, it's enough to make you feel insecure around your male colleagues. In this micro-learning, we will show you how to build your confidence as a female leader and develop solutions to these problems.
Mir fällt es schwer, eine persönliche Bindung zu meinem Remote-Team aufzubauen
microlearningBuilding a Personal Connection with My Remote Team is Challenging
Building a Personal Connection with My Remote Team is ChallengingBuilding a Personal Connection with My Remote Team is Challenging
Establishing a strong connection from a distance poses its challenges. The key is to engage regularly with your team members to foster a genuine bond.
Ich habe keine Ahnung, was mein Teammitglied im Homeoffice eigentlich macht!
microlearningI Have No Idea What My Team Member Actually Does in Home Office!
I Have No Idea What My Team Member Actually Does in Home Office!I Have No Idea What My Team Member Actually Does in Home Office!I Have No Idea What My Team Member Actually Does in Home Office!
Regular check-ins, status reports, and collaboration platforms can help keep home-based workers engaged.
Ein Mitglied in meinem Team verbreitet schlechte Stimmung
microlearningOne of My Team Members is Spreading Negativity
One of My Team Members is Spreading Negativity
This micro will show you the best way to deal with someone on your team who is spreading negative emotions that are affecting other members of your team.
Ich schaffe es nicht, mich als fachliche Führungskraft durchzusetzen
microlearningChallenges Faced When Asserting Myself in a Leadership Position
Challenges Faced When Asserting Myself in a Leadership PositionChallenges Faced When Asserting Myself in a Leadership PositionChallenges Faced When Asserting Myself in a Leadership Position
In order to be assertive in a leadership position, it is important to confidently communicate one's professional competence and to foster empathy and open communication in the team.
Ich habe das Gefühl, mein Teammitglied ist unglücklich im Unternehmen
microlearningI Have a Feeling My Team Member Is Unhappy in the Company
I Have a Feeling My Team Member Is Unhappy in the Company
You feel that your team member is absolutely not happy with the current state of affairs in the company. If you are open about your observation, you can find a solution together.
Ich finde als Führungskraft die Balance zwischen professioneller und persönlicher Ebene nicht
microlearningStriking a Balance Between Professional and Personal Levels as a Manager
Striking a Balance Between Professional and Personal Levels as a ManagerStriking a Balance Between Professional and Personal Levels as a ManagerStriking a Balance Between Professional and Personal Levels as a Manager
Leaders need clear personal/professional boundaries that are comfortable for them and their team members.