Management Consulting | Top Management Coaching - METROPOLREGION Munich
Executive Coaching & Organisational Development in SMEs
Services
for managing directors, board members, entrepreneurs
Executive Coaching
Management Coaching
Building trust in executive teams
Teambuilding management
Onboarding of new managing directors
Cultural transformation
Change Management
Advice on strategic reorientation
Process support for company succession
Strategic and cultural realignment
If all the mission statements, value compasses and corporate cultures depicted in printed or digitalised company presentations were reality, we wouldn't be needed. But reality speaks a different language.
The Gallup Engagement Index 2023 for Germany shows:
Employees' trust in their managers has reached an all-time low. The number of people who do not feel emotionally committed to their company and have resigned internally is at its highest level since 2012.
This is not without consequences.
The lack of emotional commitment leads to a loss of productivity and costs the German economy more than 150 billion euros every year. This would answer the question: "Is it worth investing in the further development of corporate culture?".
So let's get specific:
Symptoms
- company targets are repeatedly missed
- High sickness rate
- High fluctuation rate
- Inadequate co-operation
- no innovation
Causes
- Unclear strategy
- Lack of acceptance of the corporate strategy within the company
- Lack of target clarity
- Divergence between objectives and available resources and the resulting overload of the organisation
- Prevailing culture of fear and mistrust
- Inadequate or outdated management
Solution approaches
- Moderated strategy workshop
- Realignment of the management culture
- Recommendation for new appointments to key positions
- Team development in the senior management team
- Qualification of managers
- Reorganisation of roles, processes and responsibilities
- Conflict resolution between the various bodies (shareholders, advisory board, management)
- Qualification of young advisory board members (NextGen)
Exemplary results
- Clarity in terms of goals and strategy
- Increased leadership effectiveness
- Contemporary management culture
- Greater employee loyalty
Trusting cooperation between and within the various committees
Nothing paralyses companies as much as a lack of trust within and between the respective bodies; the management, the advisory board and the shareholders. There can be many reasons for this. In our experience, these include unspoken differences of opinion regarding the cultural and strategic direction of the company. Traditional family businesses in particular find it difficult to harmonise tradition and the future. But instead of seeing this as an insurmountable contradiction, the aim is to harmonise the two. An "and" instead of an "either/or". After all, the core of traditional companies - their entrepreneurial aspirations, their product and technological expertise - is the basis for a company's raison d'être. New key competences need to be developed to ensure that this remains competitive in the face of rapidly changing geopolitical and social conditions. This can only succeed if all committees, including the Advisory Board, have the relevant expertise in future skills.
In 2020, auditors PwC and the INTES Academy analysed the strengths and weaknesses of advisory boards in family businesses. The results of the study are striking:
Innovation specialists are only found in around 1/3 of the advisory boards, and digitalisation specialists only in every 4th advisory board. This means that it is virtually impossible for the advisory board to advise and monitor the management in these important future fields for the company.
What does this study illustrate?
The competences of advisory boards in family businesses no longer match the social and entrepreneurial challenges of our time. This makes it increasingly difficult for advisory boards to adequately fill managing director positions, assess the quality of the managing director's work and evaluate corporate strategy decisions with the same expertise as the management does. If the advisory board is then also filled from the family or the family network and not specifically selected against the background of corporate strategic necessities, future viability is jeopardised.
How do we support you in working together in a spirit of trust within all committees?
- Conflict counselling and conflict mediation
- 360° feedback for managing directors and advisory boards
- Competence development of advisory boards with a focus on leadership and personality
Introduction of a contemporary understanding of leadership
Since 1990, the German economy has grown by an average of 5% per year. This strong growth, the decline in skilled labour and a very one-sided understanding of careers, which required the assumption of a management role, has not only led to the fact that
- Excellent technical experts were weakened because they had to take care of employee management
- Many of these experts do not put their heart and soul into their management role, which leads to frustration and dissatisfaction among employees
The Gallup Engagement Index 2023 reflects this situation:
Employees' trust in their managers is the lowest it has been since 2013. Employees' trust in management is just 24%. That is 10% points less than in 2013.
That is worrying. As a managing director, how do you intend to cope with the changes associated with the social and economic challenges if you hardly enjoy the trust of the workforce?
The future viability of companies depends to a large extent on how quickly they succeed in introducing a contemporary understanding of leadership and anchoring a leadership culture characterised by trust.
What services do we offer for this?
- Introduction of a contemporary understanding of leadership, including the associated leadership competences
- Assessment of existing managers, e.g. through 360° feedback or job shadowing
- Advice on developing alternative career paths
- Adaptation of management structures if necessary
- Leadership development
- Executive coaching for managing directors focussing on personal development and leadership effectiveness
generational change in family businesses
As the daughter of an entrepreneur, I also know from my own experience what it takes to confidently place the life's work of my parents' generation in the hands of the next generation.
After all, handing over the baton doesn't just require the older generation to let go. It also requires the next generation to take up the baton with complete confidence in their abilities. But that's not all. The handover of family businesses is rarely free of family conflicts. It brings suppressed injuries to light, triggers familiar patterns and well-rehearsed role perceptions.
5 selected questions from the new generation of managing directors
- Will I be able to fulfil the responsibility?
- Can I build on my parents'/father's life's work?
- Can I change things without hurting the parents or damaging the company's identity?
- Will my father be able to let go or will he still be in the office every morning?
- Can we manage the whole process as a family with as little conflict as possible?
Would you also like to initiate a generational change in your family business? Then get in touch with Sabine Walter for a non-binding initial consultation.
In this meeting, we will gain an understanding of your initial situation and clarify where you stand in the handover process. On this basis, Mrs Walter will outline a possible start to the accompanied process and key milestones.
The persons
We are a management consultancy for organisational development and leadership development with headquarters in the greater Munich area. We mainly advise medium-sized family businesses.
The management consultancy is led by Sabine Waltera thoroughbred entrepreneur, experienced manager, executive coach and organisational developer.
After a successful career in industry, she set up her own business in 2008 and gradually expanded her expertise and capacities with freelance cooperation partners. All of them are entrepreneurs with head and heart and have been working together successfully and trustingly for many years.
Our Kick-Off
How could the organisational development process begin?
Over the years, various starting points for cooperation have proven their worth. They all give you the opportunity to get to know us and our way of working without having to commit to a large budget and a long contract period right away.
Executive Coaching
The personal individual coaching gives you the opportunity to discuss with us, in a first step, the strategic issues related to the further development of your organisation as well as the objectives of your personal development.
We listen to you carefully, question, give feedback and impulses and develop a strategy, solution approaches and concepts together with you that help to achieve the desired results.
Board members, managing directors and entrepreneurs whom we accompany through executive coaching appreciate us as trustworthy sparring partners.
Executive Coaching360° feedback
The 360 Degree Feedback is an effective tool to get a comprehensive view of selected leadership competencies. In addition to your self-assessment, you ask superiors, peers and direct reports for their feedback. The evaluation shows you where your self-image matches the external assessment and in which areas there are deviations. You receive feedback on your strengths and areas for development.
In our evaluation meeting, we jointly develop concrete measures that will help you to further develop your leadership behaviour.
360° feedbackteam analysis
In order for teams to become aware of their strengths and areas for development, it is worthwhile to look at the team as a whole. For this purpose, we have summarised 18 criteria in a team wheel, which give a very good overview of how the team works trustfully and which elements need to be developed further. This analysis can be combined with an (anonymous) survey of the individual team members.
With the team analysis, you will receive a presentation of the results within 2 weeks, including the team strengths, areas for development and concrete recommendations for action for team development.
Team developmentWorkshop Facilitation
Facilitation of a strategy workshop
Another way to experience us and build up an initial basis of trust is to commission us to facilitate a strategy workshop. At the end of the workshop, you will receive an overview of your fields of action and a roadmap outlining the next steps we recommend. We notice together whether the chemistry is right and whether we can imagine starting a collaboration to start.
Facilitation of decision-making processes
The prudent and goal-oriented facilitation of decision-making processes is a key competence when it comes to working agilely, productively and effectively, "picking up speed" in transformations and moving from discussion to action.
But this competence is lacking in many companies. Especially in change and transformation processes, entrepreneurs and managers are often in a dilemma: on the one hand, they want to involve as many employees as possible, on the other hand, it is crucial that quick results become visible.
We therefore offer to guide you and your team through an upcoming decision-making process to a concrete result. In addition to this result, you get to know us and our way of working. We get to know you and initial trust can develop - the basis for a comprehensive Organisational development.
Things to know about organisational development5 REASONS TO CHOOSE US
Trust
Profound expertise
Critical sparring
Consistently high quality
Flexibility and productivity
Joint process
How exactly does organisational development work?
The focus and exact sequence of our joint work depends on your initial situation and the objective. What many organisational developments have in common are five central questions:
Key questions from our clients
- How do we achieve our entrepreneurial goals even in a volatile environment?
- How do we manage to anchor a culture of trust in the company?
- How do we become a leadership team that pulls together?
- How do we become more agile?
- How do we attract and retain excellent specialists and managers?
Organisational development at a glance
If you wish, we will accompany you from the clarification of the assignment to the "new" organisation.
Managers + Executives
- Executive Coaching
- Leadership Coaching
- Management Coaching
- Consulting and training for successful change communication
- >> Book Coaching
- Preparation for management audits
- Labour law advice
- Conflict counselling
- Conflict mediation
- Advice on planning a business succession
Teams
- team analysis
- Teambuilding
- Team development
- Conflict mediation
- Competence and potential analyses
- Moderation of retrospectives
- Development of self-organised teams
- Introduction of role-based working
Companies
- Vision and strategy development
- Cultural development
- Competence and potential analyses
- Leadership development
- 360° feedback
- accompanying Change processes
- Transformation support
Your results
Organisational development in SMEs
Our work helps to make your company fit for the future.
What you actually get from our collaboration depends on the objective. These can be, for example
- On a cultural level
- A shared understanding of the corporate culture underpinned by specific behaviours
- a modern understanding of leadership that is lived in the organisation
- More trust in the management team and the organisation
- an honest and constructive feedback and communication culture
- More cooperation between the different teams
- less fear of change
- At a strategic level
- an understandable strategy including a roadmap
- More motivated and qualified employees
- Increased innovative strength
- At the organisational level
- a sustainable organisational structure
- Self-responsible teams, more commitment and willingness to perform
- Competitive processes
- Competency profiles for different roles and tasks
- a talent management programme in line with the strategy
- new leadership tools such as 360° feedback
Of course, the processes preceding the results are characterised by investment and change. For more than 15 years, we have been helping our clients to emerge strengthened from these processes and that investments have a measurable return.
This is what our customers achieve with us
- Clarity
- Trust
- Employee satisfaction
- Increase in competence
- Efficiency
- Passing the baton among the shareholders
New on Whiteboard
Meetings are time wasters, cost money and rarely lead to the desired result in the allotted time. This workbook is both a notebook and a valuable source of advice on how to lead meetings constructively to the desired result.
Cultural transformation: role and tasks of executive management
Recent years have shown that companies - regardless of size - are much more challenged to change in shorter cycles and sometimes more profoundly.
In order to remain competitive in a volatile environment, many companies are questioning their culture and initiating cultural changes. Success depends on various factors, including to a large extent on the executive managers. They have a key role in this change process. Read this article to find out what tasks are associated with this role.
Leadership culture in transition
How can the change towards a modern leadership culture succeed?
The BLANC & FISCHER Group from Oberderdingen joined us on the path of this cultural change at the beginning of 2022.
Bernd Kratochwille, Head of Corporate Human Resources, in conversation with Sabine Walter, gives a very good overview of the procedure, the challenges and critical success factors in this process of change.
"Change should become the most natural thing in the world in our company." Many managers are often not aware of what this means. Because the willingness and ability to change only becomes a natural part of a corporate culture when there is trust at all levels.
In this article, we share our experiences and give managers very specific tips on which levels of trust are most important if this cultural change is to succeed.
Decision-making culture - catalyst or brake in transformation processes
In the context of transformation processes, many fundamental decisions have to be made. How quickly organisations manage to make these decisions in line with the desired goals also determines the success of the transformations. However, managers are often caught in the dilemma of wanting to involve as many members of their organisation as possible in the decision-making processes on the one hand, but having to deliver results quickly on the other. In this article, we give recommendations for action that help to resolve the dilemma and find a productive decision-making culture.
Time goes by: How to turn time-wasters into productive meetings.
Executives spend between 60-90% of their working time in meetings. They lose more than one working day per week to unproductive meetings, according to a study by the market research company Harris. This is often because meetings are often inadequately prepared, not really led and the simplest ground rules are not followed. The following tips will help you to increase the productivity of your meetings so that you can make good use of your working time and that of your colleagues.
Recently interviewed
Hansjörg Burggraf and Alexander Weber talk business
Hansjörg Burggraf and Alexander Weber are managing partners of bwp Weber + Burggraf, Beratende Ingenieure GmbH, based in Munich. Sabine Walter met them both for an interview.
Entrepreneurial talk with Sabine Walter
"Why not interview the woman who initiated this format?" thought Tomislav Bodrozic, Managing Director of Fabula Games GmbH, during his entrepreneurial talk. He thus gave Sabine Walter the chance for a change of perspective.
Paul Helmeth in conversation with entrepreneurs
Paul Helmeth, a pilot with Lufthansa for 19 years and a real jack-of-all-trades, made a virtue of necessity this year and founded his own company, KIRIMANUFAKTUR. In an interview with Sabine Walter, he reveals the role played by closed DIY stores and various coincidences.