Senior Executive Management

• What does my team look like and what are the principles of human capital development?
• Analysis of the players in my environment that are important to my success: how do I view myself, others and my environment?
• Perception and reality: how we spontaneously interact, work and communicate with others.
• Why do we do things the way we do?
• Delegation, empowerment and accountability
• Communicating a difficult decision
• Balanced leadership: intentional and effective use of different leadership styles

• Learning from experience - what are my results from the first day of training
• Setting a good example encourages others to follow it.
• The power of influence: 3 laws
• Performance management starts with making goals and expectations concrete
• During the year, develop the performance of my employees and stimulate their learning capacity
• Discuss and resolve performance issues
• Monitor performance in a motivational way

Am I moving forward in my learning objectives - managing my development performance?
Understanding deeper motives through the use of questions
Getting and giving feedback
Allowing employees to grow: the evolution method in the context of talent development
Dealing with high performers and natural talents
Announcing a change to a group in an inspiring and impactful way

• Is my fellow participant making progress in terms of his or her learning objectives - coaching and development?
• Managing complex, tactical changes: dealing with resistance and emotions, guiding employees during the transition, achieving involvement and ownership
• Saying no to one is saying yes to the other
• Dealing with challenging discussions and group negotiations
• Constructive criticism: how do I guide my employee back to the agreed line and the core values of the organisation?
• Resolving conflicts
• Managing new developments, encouraging performance

• Is my fellow participant making progress in terms of his or her learning objectives - coaching and development
• Managing complex, tactical changes: dealing with resistance and emotions, guiding employees during the transition, achieving involvement and ownership
• Saying no to one is saying yes to the other
• Dealing with challenging discussions and group negotiations
• Constructive criticism: how do I guide my employee back to the agreed line and the core values of the organisation?
• Resolving conflicts
• Managing new developments, encouraging performance

• Leading work discussions in a motivating way and inspiring creativity and performance improvement
• Taking initiative: how do I present a project or recommendation to the senior management of my organisation
• Working on a personal ‘case of confusion’: problem identification, problem analysis, finding a different solution
• Personal branding and my further development