Instrumente zu den Prozessphasen
During the implementation phase, we employ instruments that are targeted on the support of the individual development of your managers and promote the advancement of your organization as a whole.
All LIMAK IN.SPIRE training follows the same methodological pattern and combines specialist inputs with reflection loops and transfers. Newly created knowledge is adapted to the professional context and utilized by means of targeted exercises. Subsequent reflection then provides an optimum basis for transfers into managerial practice. Our training is characterized by the following, repeated sequences:
- Step 1 – Input: What should your participants know from a contentual standpoint?
- Step 2 – Reflection: What relationship does the content have to your organization?
- Step 3 – Transfer: What will the participants do in order to apply their new know-how?
LIMAK IN.SPIRE workshops are events during which the participants deal intensively with one or more topics for a limited amount of time in groups of varying composition. The focus is on teamwork aimed at a common goal. Communication within the working groups is steered by means of targeted moderation, whereby the groups should be guided to a certain objective or result in a cooperative and social manner.
Blended Learning Concepts
Your managers are provided with sequential learning elements regarding selected thematic areas, which are published on internal company or external learning platforms and are then made available to the trainees successively in the course of a learning scenario.
Webinars are types of seminars and workshops, which take place online via video conference platforms. They can be set up for both small and larger groups and offer your managers a modern form of learning and interaction that is independent of the respective company location. Webinars can focus on the specialist input of the trainer, the exchange of selected questions, or the preparation of approaches to solutions.
Expert presentations, short impulses and interviews can all be provided as videos and made available to your management personnel via internal company or LIMAK learning platforms. This facilitates flexible, time- and location-independent learning and involvement with selected managerial topics.
Value discussion at the start of the project
Within the scope of the initial value discussion, the individual professional and personal development objectives that should be achieved during the managerial training program are determined during consultations between the participant, his/her immediate superior and the lead trainer. Following the conclusion of training, a second value discussion takes place regarding an evaluation of the objectives.
We understand LIMAK IN.SPIRE Leadership Sparring as meaning individual measures that support training elements and thus assist the realization of professional and personal goals through the acquisition of the competences required for this purpose.
Examples in this connection include leadership, implementation and self-management capabilities and in detail, we see Leadership Sparring as a solution-oriented process during which the trainee establishes and prepares the solution to an individual challenge or problem by means of a structured discussion under the guidance of the LIMAK sparring partner. During the management development measures, supplementary elements such Leadership Sparring enable us to include those individual aspects of the trainees, which exert a material influence upon the long-term success of a project.
We understand mentoring as representing an important managerial development instrument for young executives, which is utilized through cooperation with an experienced person (mentor) and a participant in your company. This accompanies the managerial development measures and involves the passing on by the mentor as an experienced advisor of his/her professional knowledge or personal experience to the participant (know-how transfer). An important aim of this supportive measure is the furtherance of the professional and personal development of the participant.
As opposed to the LIMAK sparring partner, as a rule the mentor is not personally trained for this activity, but instead simply disposes over considerable experience and/or know-how.
Learning diary and reflection report
The reflection report is to be kept by each individual trainee as a “management” learning diary. This should be regarded as a process companion and be kept regularly. The participants have an opportunity to thematize and reflect upon their learning diary entries in the course of leadership sparring with the trainer during individual discussions that are independent of the modules.
In addition, major challenges from the project work can be integrated and then dealt with during leadership sparring.
At the beginning of a management development course, the participants form training, learning or working groups. These peer groups meet on a regular basis outside the working day and the modules, in order to reflect upon and discuss the findings from the training and/or leadership sparring sessions, and receive collegial advice. As a supplementary instrument, peer groups play a special role in managerial development because they generate group dynamism that promotes learning and higher transfer certainty and thus create implementation competence during day-to-day professional life.
If within an organization the executive management has pinpointed concrete topics and problems with respect to structural, process and procedural changes, or for example considerations in relation to product or market developments exist, but are yet to be clearly defined, we recommend that we enable the managerial employees to establish them in the course of accompanying project work. Ideally, the results of these projects should lead to pro or contra recommendations in connection with a selected topic. It is our experience that the conclusions of the project work culminate in direct and sustained value added for the organization.
During selected modules, we recommend that fireside chats take place in the presence of the executive management. Apart from intensified networking between the trainees and the management, the resultant conversations are aimed at the discussion of important problems, whereby the objective on such occasions is not their solution, but thematization. However, at the end of the fireside chats we do not leave the resultant areas of discourse open, but continue to work on them in so-called future circles.
Subsequent to the fireside chats, a separate, interactive workshop in the form of future circles takes place for the executive management and if required selected participants (e.g. location management, extended group management, etc.). The future circles are used for reflection upon the results of the fireside chats and their appraisal and further development under the auspices of a trainer. Suggestions and impulses for further internal developments could and should emerge from the future circles (qualification measures, organizational development projects, etc.).
Another possibility for the optimization of your managerial personnel development measures is the integration of expert presentations. These create the opportunity for you to invite experienced specialists and managers from other organizations in your field, or completely contrary areas, to give talks and join in round table discussions. The aim of the expert presentations is an exchange of experience with external experts in order to facilitate learning both through and from others.