Management Consulting | Top Management Coaching - METROPOLITAN REGION Munich
Executive Coaching & Organisational Development in SMEs
We are a management consultancy for organisational development and leadership development with the headquarter in the greater Munich area. We mainly advise medium-sized family businesses.
Our 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
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 management team that follows the same direction?
How do we become more agile?
How do we attract and retain excellent specialists and managers?
Our consultancy focus
Strategic and cultural realignment
We wouldn't be needed if companies lived the culture that they set out in their mission statement and corporate values. Unfortunately, reality tells a different story.
- Trust in managers at an all-time low in Germany
- Double-digit sickness and fluctuation rates
- Productivity losses due to "quiet quitting"
- Annual costs for the German economy > € 150 billion
The Gallup Engagement Index 2023 for Germany shows:
Employees' trust in 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.
The symptoms:
- company targets are repeatedly missed
- High sickness rate
- High fluctuation rate
- Inadequate co-operation
- no innovation
The consequences:
The lack of emotional commitment not only leads to increased sickness rates and double-digit staff turnover, it also leads to clearly measurable losses in productivity and costs the German economy more than 150 billion euros every year. This answers the question: "Is it worth investing in the further development of corporate culture?
The Gallup study shows:
Organisational development has a clear return on investment.
- Strategy review and, if necessary, redesign according to existing capacities
- Reorganisation of roles, processes and responsibilities
- Trust analysis
- Realignment of the management culture
- Recommendation for re-staffing key positions
- Further development of leadership tools
- Team development in the senior management team
- Leadership development
- Clarity of purpose and objectives
- Strategic roadmap that is accepted within the company
- Increased leadership effectiveness through a modern leadership culture
- Greater employee loyalty
- Higher productivity
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 narrow understanding of careers, which required the assumption of a leadership role, has not only led to the fact that
- The company's excellent experts were weakened because they had to invest valuable time in employee management,
- Many of these experts are not passionate about their management role, which leads to frustration and dissatisfaction among their employees.
- One of the main reasons for internal dismissal is poor leadership
- Only 25% of the employees trust the executive management
- This lack of trust also results in a lack of willingness to change
- The future prospects of your company depend on the quality of its management
The Gallup Engagement Index 2023 also provides concrete figures on these reasons:
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.
This development is worrying and raises a critical question.
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 your company depends largely on how quickly you succeed in introducing a contemporary understanding of leadership and anchoring a leadership culture characterised by trust.
- 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
- More confidence in your leadership and that of your team
- Greater commitment from your employees
- Lower sickness rate and staff turnover, resulting in lower costs
- Greater willingness to change and increased speed of change
- Greater future viability
Realigning cooperation between committees
If trust within and between the respective committees; the management, the advisory board and the shareholders is lacking or severely damaged, this paralyses the entire organisation. The focus of action shifts from the factual level to the relationship level. Differing interests and points of view are either hidden or openly aired. Conflicts cost time, nerves and money.
- Smouldering committee conflicts have a negative impact on corporate culture
- Damaged trust between the committees slows down decision-making processes
- Lack of future expertise on advisory boards weakens the company
- Low level of management expertise in the advisory boards prevents qualified assessment of the management
In order for companies to remain competitive in the long term, even under rapidly changing geopolitical and social conditions, it is imperative that all bodies, including the advisory boards, develop future skills such as digitalisation expertise, a contemporary understanding of leadership and innovation expertise.
This is also confirmed by the study conducted by auditors PwC together with the INTES Academy in 2020.
Innovation specialists only make up around 1/3 of the advisory boards, and digitalisation specialists only around 1/4, making it virtually impossible for the advisory board to advise and monitor the management in these important future fields for the company.
The PwC study shows:
Innovation specialists are only found in around 1/3 of the advisory boards, and digitalisation specialists in only around 1/4.
- Conflict resolution between the various bodies (shareholders, advisory board, management)
- Competence development of advisory boards with a focus on leadership and personality
- Regular 360° feedback for managing directors and advisory boards
- Qualification of young advisory board members (NextGen)
- Coordinated corporate strategy
- Faster decision-making processes
- Increased expertise in all committees
- Higher quality for significant investment decisions
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.
- Handing over a business to children harbours high potential for conflict
- Letting go is difficult for the elderly
- Self-confidence of the next generation must be strengthened
- Expertise from other companies or larger organisations is often not available
5 questions from young entrepreneurs
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?
- Advice on organising the handover process
- Further development of the company organisation
- Skills development for young entrepreneurs
- Conflict counselling and conflict mediation
- Executive Coaching
- Company remains intact
- Corporate culture and organisation are geared towards the future
- Young entrepreneurs are accepted by the workforce
- Generational change is largely conflict-free
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, I will gain an understanding of your initial situation. We will clarify where you stand in the handover process. On this basis, we will discuss the key points of the counselling process.
The person
Who do you work with?
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.
5 REASONS TO CHOOSE ME
Entrepreneur at eye level
Profound expertise
Critical sparring in a trusting environment
Consistently high quality
High effectiveness
Our Kick-Off
How could YOUR organisational development process begin?
Over the years, various starting points for working together have proved successful. All of them give you the opportunity to get to know me and my way of working without having to commit to a large budget and a long contract period.
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 developmentYour results
WHAT DO YOU ACHIEVE WITH MY EXPERTISE AND ADVICE?
- You develop yourself and your organisation further. This further development is accepted by the workforce.
- You gain agility.
- They anchor a culture of trust in the company. This leads to better cooperation and more innovative ideas.
- You become an attractive employer for specialists and managers.
- Your company will be fit for the future.
Of course, the processes that precede the results are characterised by investments. Together with my colleagues, I have been contributing for more than 15 years to ensuring that the companies we advise emerge from these processes stronger and fit for the future and that the investments made lead to measurable successes.
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.