Target Groups

When it comes to business success, senior management can be considered the biggest multiplier. The demands placed on senior managers are intensifying and subject to continual change. As a result, it’s important to meet these demands intelligently. The primary goal has to be to safeguard business success.

  • Think and act strategically
  • Keep a short-, medium- and long-term focus on results
  • Strike the right balance between details and the bigger picture
  • Show motivation and decisiveness
  • Show the courage to assume responsibility
  • Work in line with corporate governance
  • Manage complexity
  • Display leadership and management skills
  • Carefully consider the use of power
  • Communicate effectively and reliably in the long term

  • What’s the best way to foster entrepreneurial thought and action?
  • How can we improve our revenues?
  • What’s the best way to implement the impending reorganisation quickly and prudently?
  • Do we have the right HR policies?
  • Do we have the necessary selling power?
  • How can we establish rules and boundaries?
  • What’s the best way to understand and use the ability of individuals to get things done?
  • How can we encourage people and show them how to take on more responsibility, individually or as a team?
  • What’s the best way to clearly delegate responsibility in a way that gains commitment?
  • What’s the best way for ‘alpha leaders’ to achieve goals as a team?
  • What’s the best way to show people the potential on the road ahead?
  • What’s the best way to outstrip the competition?
  • What’s the best way to optimise where I invest my energy?

Middle managers play the most important role when it comes to the success of business processes. Their role is to introduce clear measures in order to implement the strategy laid down by senior management.

  • Implement strategies in keeping with defined timelines and adherence to standards as agreed
  • Strike the right balance between specialist skills and management skills
  • Show authority and assertiveness
  • Demonstrate the ability to be concise and get to the heart of the matter quickly and clearly
  • Manage stress and conflicts effectively
  • Delegate systematically and consistently
  • Exhibit team spirit and a cooperative attitude
  • Show team focus
  • Show loyalty, trust and serve as a role model
  • Establish and maintain consensus

  • What’s the best way to contribute more to the success of the business?
  • What’s the best way to manage managers?
  • What’s the best way to report to senior managers (communicate the right things in the right way)?
  • What’s the best way to strike the right balance between business tasks and management tasks?
  • What’s the best way to fulfil, keep and share overall and partial responsibilities?
  • When is it really constructive to believe that ‘nothing is impossible’ and when is it not?
  • Is believing that ‘nothing is impossible’ always right?
  • What’s the best way to help co-workers develop so they can help lighten the load on my shoulders?
  • What’s the best way to manage teams in different locations (virtual teams)?
  • What’s the best way to manage special projects running in parallel to the daily business?
  • What’s the best way to bring in help and support at the right time?
  • What’s the best way to admit I’ve made a mistake?
  • What’s the best way to achieve a healthy work-life balance?
  • What are the conditions to fulfil to move into senior management?

Junior management describes managers on the foundation level of the business, so this typically includes team leaders, foremen, master craftsmen, office managers, etc.

Junior managers have a direct impact on productivity and quality. They work at the key point of overlap between operative processes and management. In all companies, the majority of people report directly to junior managers. People with formal qualifications are particularly likely to look for leadership and have a strong preconception of what their leaders should be like.

Similar to middle managers, junior managers are under pressure to succeed from two angles. Junior managers have to meet targets and the expectations of their seniors. At the same time they have to be able to articulate their own expectations and those of their colleagues – and be willing and in a position to push these through the business.

  • Convey orientation, predictability and safety
  • Keep processes functional and stable
  • Improve productivity and standards/quality
  • Simultaneously meet demands of seniors and co-workers
  • Act as a mouthpiece for seniors and co-workers
  • Promote/provide sufficient high-performers to enter management
  • Recognise and promote potential candidates to progress into specialist/management careers

  • What’s the best way to get the support I require from middle management?
  • What’s the best way to pull together an effective team?
  • What’s the best way to improve team performance and keep it constant?
  • What’s the best way to bridge the gap between strategic requirements (theory) and front-line implementation (practice)?
  • What’s the best way, even when the going gets tough, to keep people motivated and achieve a healthy working atmosphere?
  • What’s the best way to communicate awkward decisions?
  • In what ways can I bridge the dichotomy between management responsibilities and my own contributions?
  • What’s the best way to improve how I manage myself and my time?
  • What’s the best way to show that I treat everyone equally?