• Communicate to groups effectively.
  • Mobilise and unify members of a network.
  • Set motivating goals and rally the support of everyone to achieve them.
  • Prepare and lead work sessions.

€ 4140

Duration: 5 days across 4 months

In your region


In your region 03.10.2017

Change region


  • The manager as role model/example - constructive interpersonal communication
  • Improved control of ones-self, others and the business, also in turbulent times – priority-setting and re-alignment
  • Reinforced employee engagement and development – empowering delegation, feedback, goalsetting, coaching for observable impact
  • Time and productivity gains – better preparation, inspiring and challenging meetings, ownership for actions
  • A healthy flow of initiatives – solicitation and involvement
  • A sustainable culture - aligning employee values and ambitions with those of the company


  • Managers
  • Team and project leaders


Day 1: My environment, roles, challenges and dominant style

  • Exemplarity and the principles of human capital development
  • Key stakeholder analysis: my positioning towards myself, others and my environment
  • Perception and reality: the way we spontaneously interact with others
  • The constructive attitude as the starting point for a fair judgement
  • The power of influence and awareness: the 3 laws
  • Delegation, empowerment and accountability
  • Communicating a difficult decision, recognising mistakes
  • Balancing styles between involving and directing

Day 2: Managing day-to-day performance, the balance between involving and directing

  • Learning from experience– results of the first day’s training
  • Setting objectives and expectations
  • Understanding people and performance, the art of questioning and listening
  • Control and handling of different performance situations
  • Encouraging and/or supervising

Day 3: Developing people for tomorrow

  • Check progress of my learning goals – managing performance
  • Understanding deep motivation drivers, using ascending questions
  • Giving feedback
  • Growing people: the evolution method in the context of coaching and development meetings
  • Change: stages of discovery, the mourning curve, accompanying transition and resistance
  • Conveying an impactful change message to a group

Day 4: Managing difficult situations

  • Check progress of my learning goals – coaching and developing people
  • Change: stages of discovery, the mourning curve, accompanying transition and resistance
  • Saying No is saying Yes to something else
  • Dealing with challenging working sessions and group negotiations
  • Realignment: handling deviations to preserve company values and employee alignment
  • Handling conflict

Day 5: Managing new developments, driving performance

  • Check progress of my learning goals – managing the roadblocks to change
  • Working session and managing creativity – roles and attitudes
  • Venturing initiatives: presenting a project or recommendation upward
  • The manager-coach: identify the problem, gain acceptance so the solution can emerge
  • My brand and further development

We look forward to hearing from you.

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