Leadership skills

The focus of this training is to prevent and counteract flighty attitudes among employees. To this end, the e⁠-⁠training provides food for thought on positive employee retention, insight into common motivations for changing employers and possible countermeasures that managers can take. This is why this training first looks at the different types of turnover. It then explores the question of what makes an attractive corporate culture and what employees expect. The training also covers everything from successful recruiting and onboarding to the exit interview. This e⁠-⁠training helps you understand turnover and its positive aspects. Furthermore, it gives you tips on how managers and HR can pragmatically approach the issue of turnover while actively reducing this issue in your company.

Human beings have a strong need for connection and belonging. We want to be "allowed to play," to be part of a group, to be valued, to help shape things and at the same time to feel a sense of responsibility to the task and to the group—both personally and professionally. If your employees do not feel that they are allowed to "play along", this has a direct negative impact on the performance and competitiveness of your company, i.e., on the success of the company. That's why this e⁠-⁠training focuses on how you can make your employees feel like they're in the game and keep them engaged. As a leader, you play an absolutely key role in this and can actively work on various commitment factors that research and this e⁠-⁠training will provide you with. So, off you go!

Female leadership is a complex topic with many facets. In this course, we focus on what women can do themselves to be successful or become more successful leaders. It's not so much a question of how women lead or whether they are better leaders. Instead, we present the biggest difficulties women who (want to) take on leadership roles face. And most importantly, we focus on approaches they can take to deal with these difficulties. After an introduction to the topic, five of the most common obstacles are identified and learners are given practical and action-oriented suggestions for dealing with them constructively.

There are conversations with employees that the manager knows in advance will be challenging. This may be because an employee has behaved inappropriately or because an employee has been absent without giving advance notice. Managers often stumble into the harmony trap during these discussions: They are afraid to call criticism by its name and unnecessarily put employees on the spot. In challenging conversations, however, that is exactly what is needed: transparent communication and an open attitude towards challenges. Other managers, on the other hand, find it difficult to remain respectful and keep a cool head in difficult situations. This behavior also prevents constructive discussion and successful conflict resolution.

Performance reviews are a key leadership and human resource development tool. Nevertheless, many managers do not necessarily associate them with positive things, often perceiving them as unpleasant and spasmodic and their counterpart sometimes as unmotivated or nervous. This does not have to be the case. When conducted in an appreciative and goal-oriented manner, employee appraisals offer lasting benefits: They ensure an effective two-way exchange of information and play a key role in shaping the relationship between employees and managers. In this e⁠-⁠training, participants learn about the potential of well-managed employee appraisals. They learn how to best prepare for, conduct and follow up on an appraisal interview – on-site or virtually. 

Everyone is unique. Nevertheless, we always see similar personality traits in different people. Type models help us to understand people better as they simplify a complex world. In your role as a manager, you deal with a wide variety of employee types and should know how best to deal with whom. So that all employees in your team can fully use their potential, it is important to address them individually according to their personality or personality type, to understand them, challenge them and develop them. Type-appropriate leadership enables you to do exactly that. You can assess what type of person your counterpart is and then accurately select the strategy from the repertoire of actions to help to understand them in the best possible way. This way, you not only succeed in responding to individual employees in a way that is appropriate to their personality type but also in forming teams in such a way that similarity has a mediating effect and difference has a stimulating effect.

More job satisfaction, greater creativity and better employee performance—these are just a few of the benefits of transformational leadership. In times of structural change in the world of work, this modern management style paves the way for satisfying what employees want and need. With the help of transformational leadership, employees can become more motivated and benefit from the support of through vision, leading by example, individual consideration and the questioning of how things have always been done. This e⁠-⁠training course will present the core elements of transformational leadership in detail, reinforced by illustrative examples. Participants will also learn how they can apply a transformational leadership style for providing optimum support to their employees.

This e⁠-⁠training course is about successfully leading hybrid teams and shaping the new working reality between working remotely and in-person at the office with a view to the future. Participants learn how they can establish binding rules as a basis for hybrid collaboration and where the limits of hybrid work lie. In addition, despite the physical distance, hybrid team meetings and team spirit are two essential components of this e⁠-⁠training course. Other focal points are the concept of fairness and the individual needs of employees working from home and in person at the office.

The majority of companies are now making a deliberate decision to favor diversity. International cooperation, demographic changes, women in management positions and individuality in the workplace — the general conditions for professional and private life have changed and there is a demand for tolerance and respect in our diverse society. But what does "diversity" actually mean? What are the advantages of diversity for a company? And how can managers promote this diversity step by step and establish it as an integral corporate value? That is what this e⁠-⁠learning course is all about.

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.

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.

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.

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.

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.

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.

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.

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.

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".

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.

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.

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.

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.

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.

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.

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.

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.

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.

Participants learn about the possibilities of using external resources and decisive factors about the contract to be chosen. They will learn how to properly draft contracts to avoid illegal employment relationships. Professional moderation, videos and explanatory films will also provide differences, boundary criteria and a risk analysis.

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.

The ability to lead with empathy is considered to be a supreme discipline in leadership. If you succeed in managing your team with appreciation and trust in your daily work, 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 and therefore will feel more comfortable. This will have a positive effect on every conversation and on your ability to persuade and convince others as a manager. Those who show empathy and attentiveness when dealing with other people can also better assess their attitude and thus avoid negative consequences of misjudgments. But 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.