Leadership & Personal Development
In today's work environment managers are faced with completely new and increasingly complex challenges. Their daily work requires an equally adaptive as prudent handling: they are not only faced with complex problems, they must also be able to fill an ever-increasing number of different roles in parallel. In the past executives gave guidance and impulses – in today’s world they are increasingly being seen and demanded as a source of meaning, pioneers, role models and facilitators.
These circumstances ultimately have fundamental impact on the type and design of their own development process, as they have access only to a certain degree on expert knowledge in their work. Rather, they must gain a bundle of skills, competencies and qualifications, so that they apply different leadership styles and can use innovative management tools depending on the ever-changing context conditions.
The three Pillars of our Product Portfolio
Within its Leadership Programs GBS therefore strongly works with personality and identity-forming elements to improve the effectiveness of self-management in the first place. It is less about the teaching of concepts and models, and more about the creation and release of their own potentials, which are in the context of leadership relationships of fundamental importance. The portfolio consists of 3 pillars which first of all take into account that an executive is in interaction with himself (pillar 1), in interaction and conversation with employees or teams (pillar 2) and possibly even responsible for the successful management of an entire organization (pillar 3).
The activity of a manager is very strong and ultimately shaped by their motives and attitudes, their views and attitudes also on their capacity for self-management, so that the executive is the strongest multiplier in the leadership context itself.
"Leading Yourself" comes in here and presents the executive in focus. The pillar aims to initiate a process of reflection and awareness in order to exploit the full potential of a manager and to develop an expressive and authentic leadership identity.
The run by individual employees or whole teams represents an ambitious social interaction. Leaders must verbally and non-verbally be able to defuse conflicts, to convince people, to motivate employees and to build trust. They need not only a fundamental communicative skill-set in interpersonal dealings, they must also have an understanding of group dynamics and relationships for the mechanisms of functioning teams.
"Leading Others" deals with various aspects of the social interaction. The courses are suitable for individuals, groups and teams at young and experienced level and aimed for managers who already have first experience in staff management.
Many organizations have to meet different and sometimes even opposing demands and expectations, which should be considered by managers in their work alike nowadays. The effects emanating from them for the courses of action are not trivial, but fundamental. In particular, if it e.g. comes to the complex construct of corporate culture, dealing with complexity, the importance of system speed or the understanding of a fundamental change of entire organizations need managers an extensive repertoire of skills and expertise.
"Leading Organizations" deals with complex leadership challenges when it comes to the control and direction of an organization and is designed for experienced managers who are at the forefront of organisation or part of it or to those experts, who deal with change and organisational renewal.