Top athletes facing new challenges receive strong sparring for their development. Top managers often do not. We suggest professional sparring for top managers too.
Learn to communicate clearly, effectively and convincingly – as a manager and in a team. Concrete tools for more understanding and impact.
The 3P framework (Personal, Private, Public Leadership) is a concept for holistic leadership development that structures leadership on three levels: the personal leadership role (Personal Leadership), the leadership of teams and employees (Private Leadership) and the external impact on the market and organization (Public Leadership).
We use the 3P framework as the basis for our team and leadership development offering because it provides a clear structure that maps all relevant levels of leadership. Particularly in a highly competitive and demanding market environment, this structure helps to systematically develop individual strengths, lead teams efficiently and at the same time optimize external impact and business development.
The classification into the three levels facilitates prioritization, workshop design and the derivation of concrete development measures. On the following pages, we present examples of measures and workshop topics along these levels – for the different levels:
This list deliberately does not include topics with a specialist focus (strategy, change, transformation, etc.) and is deliberately not free of overlaps.
Focus: your own leadership role, inner attitude, effectiveness; also: strengthening employees in their personal, individual self-management, i.e. in their situation, values, needs, goals and personal development.
Name | Contents | Target group | Time/frequency | Understanding and developing your own leadership skills | Assessment of your own leadership competencies, clarification of development goals; identification and removal of internal blockages (“internal glass ceiling”); appropriate and desired leadership style; plan and procedure for the further development of leadership competencies; can be combined with surveys (GELM, PA). | Managing directors and managers individually; in exchange of experience: management, management team | Individually on a regular basis (every 1-3 years) | Understanding and developing employees | Holistic view of employees, their strengths and weaknesses, needs and motivations; promotion of commitment and potential development; development of top performers and junior managers | Management, management team | Part of the medium-term management development and if required (2 days) | Stress management – self-management and strengthening resilience in the team | Dealing with stress, uncertainty and high workloads for managers and employees; self-reflection; tools and instruments for improving resilience | Individual and all team levels | Individual if required; for teams in times of high change/performance pressure (1-2 days) | Personal patterns in leadership roles (behavior, communication, conflicts) | Analysis of one’s own patterns in leadership (behavior, communication and conflict management); recognition of strengths, destructive patterns and blind spots, as well as targeted adaptation of behaviors to improve the impact on employees and teams | Managing directors, managers and team members individually | If required (1-2 days) | Strengthening and developing leadership effectiveness | Analysis of own leadership style (appropriate, situation-specific) and in particular the effectiveness of leadership; focus on clarity, consistency, presence and consequence in leadership; includes aspects of communication and conflict management | Managing directors, managers individually or at team level | If required (1-2 days) |
|---|
Focus: internal management of employees and teams; team and employee development
| Name | Contents | Target group | Time/frequency |
|---|---|---|---|
| Fundamentals of leadership | Central leadership principles, understanding of roles, decision-making and exerting influence; giving freedom and setting limits; communication and dealing with conflicts; quality assurance; basis for the targeted management of teams and sustainable leadership skills; if necessary, touched on: individual or adapted optimal leadership style | Management team | New management team, new managers (2-3 days) |
| Regular calibration of roles, tasks, collaboration and leadership | Clarification of goals, roles, cooperation and desired leadership style; For the manager – clarification of the individual, optimal leadership style in the area of conflict between the managerial personality, team and the tasks of the team; reflection on one’s own role, leadership attitude and interaction of opportunities, individual personality, team dynamics and task requirements; if necessary, sharpening/adjustment of goals, roles, tasks, responsibilities, communication and work structures including internal and external interfaces; if necessary, addressing trust and team culture. Sharpening/adjustment of goals, roles, tasks, responsibilities, communication and work structures including internal and external interfaces; if necessary, addressing trust and team culture; based on the “Clarification workshop for meta-communication of leadership” approach according to Thomann and Riemann; | Management team (methodology and application management to management team), individual teams (application) | Annual calibration recommended (1-2 days) |
| Team kick-off (new formation, significant changes) | Establishment or strengthening in the event of new formations or significant changes in the team, the environment or in management; clarification of goals, roles, tasks and responsibilities, building trust and team culture; establishment of efficient communication and work structures including interfaces | Individual teams, management team if required, management board | If required (recommended for any significant change – 2-3 days) |
| Name | Contents | Target group | Time/frequency |
|---|---|---|---|
| Analyzing and improving team dynamics for managers and teams | Teaching of central concepts of team dynamics (group dynamics); analysis of roles, group situations, conflict potentials and interaction patterns in order to support teams in their cooperation and managers in the management and development of high-performance teams. | Management, management team | Part of the medium-term management development and if required (2 days) |
| Successfully triggering, enduring and constructively overcoming conflicts | Analyzing and dealing with conflicts; strategies for consciously creating tensions, influencing them, dealing with resistance and constructive conflict resolution; dealing with the need for harmony among managers and team members – enduring conflicts; if required, also: basics of mediation; constructive handling of tensions, conflicts and conflicts of objectives | Management, management team | Part of the medium-term management development and if required (2 days) |
| Dialogue as an opportunity to think together – clear and successful communication | Communicating successfully, creating successful dialogs; based on the principles of dialog according to William Isaacs; promoting joint thought processes, active listening, appreciative exchange; ensuring clarity and commitment in communication | Management, management team | Part of the medium-term management development and if required (2 days) |
| Name | Contents | Target group | Time/frequency |
|---|---|---|---|
| Motivating yourself, your employees and teams | Recognizing individual motivational factors, targeted use of incentives and feedback to sustainably promote commitment, initiative and motivation in the team; strengthening self-organization, mutual support and proactive initiative; promoting transparent communication and continuous exchange; based on empirically founded theories on motivation (e.g. Susanne Fowler) | Management, management team | If required (2 days) |
| The art of negotiation | Development and application of negotiation strategies on a personal and organizational level; focused on achieving goals, win-win solutions and dealing confidently with difficult interlocutors | Management, management team | If required (2 days) |
| Personal impact and credibility, visibility and presence as a manager | Clear attitude, presence and consistency in the role as a manager; includes aspects of communication and conflict management | Managing directors and managers individually, management and management team | If required (2 days) |
| Clarification assistance (mediation) | Implementation of a clarification aid to analyze conflicts in the team, clarification of individual issues, structured, open dialogue on the issues between the participants, analysis of the dynamics and development of solutions and next steps | All team levels | If required (1-3 days) |
Focus: Market, customers, visibility and business development
| Name | Contents | Target group | Time/frequency |
|---|---|---|---|
| External communication and positioning (managers, management team, company) | Managers as representatives; profiling with the company’s vision; targeted visibility in projects, networks and at industry events to strengthen the brand and personal reputation | Management, management team, individual managers | Part of the medium-term management development and if required (2 days) |
| Strategic customer development (“farming”) | Development of long-term customer relationships through systematic understanding of customer needs, value creation and project potential; strategies for retaining existing customers despite budget and margin pressure | Management team, management if applicable | Part of medium-term management development and if required (2-3 days) |
| Strategic, targeted acquisition of new customers (“hunting”) | Structured approach to identifying, approaching and acquiring new customers and projects; combination of networking activities, market analysis and convincing positioning of own performance strengths | Management team, management if applicable | Part of medium-term management development and if required (2-3 days) |
| Network and relationship management (“farming” and “hunting”) | Establishing and maintaining relevant contacts and cooperations to generate business potential; developing a strategic network plan to support project acquisition and market positioning | Management team, management if applicable | Part of the medium-term management development and if required (2 days) |
| Success factors in project implementation and completion | Identification and implementation of key factors for successful projects: Goal clarity, role clarity, communication, resource management and lessons learned; ensuring structured follow-up for continuous improvement | Management team, possibly team of project managers/responsible persons | If required (2 days) |
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