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Training & Leadership Development

Leadership is an aspiration. But also an acquired skill.

Leadership is not something that comes naturally. It takes training. Because leadership is a complex process which involves reflecting on one’s own behaviour, using tools to back up decisions, communicating with a specific goal in mind, and, at the same time, developing an understanding for employees’ needs and capabilities.
Owing to my didactic training as a secondary education teacher and my experience as an executive I know how to provide relevant assistance in this field. Conveying advanced methodological competence that is custom-fit for an individual trainee, a high degree of practical adaptability in the professional realm, and an effective learning experience are just as essential as an individual assessment of the subjects covered in the team and overall corporate context.

My services

Subjects covered

  • Leadership fundamentals
  • Successfully managing change
  • Improving team performance
  • Intercultural communication
Target groups

  • Emerging leaders
  • Professionals and executives

I have a background in many fields. Including cross-cultural.

You are looking for a trainer with experience handling international groups? After many years abroad I can offer not only international experience and intercultural competence but also three languages: accordingly, I conduct my training programs in English and, since I worked with Russian groups for many years, trainings can also be held in the Russian language.

Training formats and services

There are probably as many different types of trainings as there are executives. Based on my experience, I compiled a portfolio featuring current key leadership qualifications. However, any training must be tailored to address specific issues. If you decide to work with me I will be glad to provide you with a personalized offer.

I. Leadership fundamentals

A preparation for the first leadership role – a training for emerging leaders and young executives.
Duration: 2 – 3 training modules of 2 days each.


  • Reflection on and preparation for a leadership role
  • Familiarity with key executive tools
  • Working on issues of personal development

Subjects covered

  • Leadership role and stakeholder management
  • Dealing with, fixing, and avoiding role conflicts
  • Making the transition from ‘buddy to boss‘
  • Dealing with different personality types
  • Tools: motivation, delegation, decision-making, values and corporate value in everyday context, target-oriented leadership, problem-solving techniques
  • Communication: sender-recipient model, active listening, feedback, questioning techniques, handling difficult conversations, change of perspective

II. Leadership in Practice with one-on-one training

Improving and honing leadership skills – for senior executives with at least 3 years of leadership experience.
Duration: 2-3 training modules of 2 days each plus 5 hours one-one-one training (optional) per participant.


  • Repeating and honing leadership skills and tools
  • Developing specific solutions based on participants’ experiences

Subjects covered

  • Presentation of peer review method from module 1
  • Compiling and working on cases based on peer review
  • Developing strategies to deal with difficult employee interactions
  • Honing awareness of personal effect on others
  • Determining topics for modules 2–3 with participants
  • Independent business coaching between modules

III. Making changes successful

The most important tools to make change processes a success – for executives and emergent leaders.
Duration: Training modules of 1-2 days.


  • Making changes successful
  • Dealing specifically with resistance from employees
  • Developing specific solutions based on participants’ experiences

Subjects covered

  • Procedural change management models (Change House, Change Curve, Kotter)
  • Attitudes in dealing with changes
  • Overcoming resistance during change processes
  • Communication during change processes
  • Working on specific issues/cases based on peer review

IV. Leading teams successfully

Improving and maintaining team performance – for executives and emergent leaders.
Duration: training module of 1–2 days.


  • Getting to know the most important tools for building a team or improving team performance
  • Developing specific solutions based on participants’ experiences

Subjects covered

  • Stages of team development
  • Typical team dynamics and negociation of disorders
  • Team processes and increasing team performance
  • Team roles according to Belbin
  • Team meetings – roles and ideal-typical course
  • Cooperation/control of international and virtual teams
  • Working on specific issues/cases based on peer review

V. The executive as coach

Coaching employees to support their professional development – limitations and opportunities. For executives.
Duration: 2 days of on-site training, individual coaching to ensure practical implementation (optional).


  • Honing awareness of specific challenges for an executive wishing to use coaching elements
  • Getting to know and practising key fundamentals in the field of business coaching – attitude, controlling processes, and questioning techniques

Subjects covered

  • Coaching as a development and leadership tool
  • Distiguishing roles of coach vs. executive
  • Possible occasions for coaching dialogues
  • General coaching attitude
  • Models for controlling dialogue and processes
  • Questioning techniques – basics

VI. Intercultural training Russia – Germany

Russians are different. So are Germans. For staff and executives working with Russian colleagues during international projects.
Duration: 1–2 days of on-site training.


  • Heightening awareness of one’s own and a foreign cultural background
  • Getting to know and developing strategies to sucessfully deal with cultural difference

Subjects covered

  • Typically Russian? Typically German! – Dealing with stereotypes
  • Russia – Germany, perceptions of self and other
  • Cultural and historical background in Russia
  • Cultural dimensions and their influence on cooperation
    – Collectivism/individualism
    – Distance to power/hierarchy
    – Desire for security/negociating insecurity
    – Performance orientation/quality of life
    – Managing time
  • Negociations with Russian partners
  • Leading Russion staff
  • Business etiquette