Leadership is the ability to accompany people in everyday work and in challenges, in phases of change, in projects, or in their own development, like a coach.

The cohesion of a team, the level of motivation and the willingness to help each other and the associated interest in colleagues is heavily dependent on the leadership skills of a manager.

Outstanding leaders inspire their employees, get hands-on and motivate the group.

Leadership turns a department into a team, the goal into an adventure and everyday business life into an experience.

The essential question that we at Rabl & Hahn keep asking ourselves and that we also regularly question, is how do you coach or train managers in the long term?

What is the best way to support managers in integrating leadership as a vocation into their own nature (passing over into flesh and blood)?

The coaching and training of executives is what we love and this skill is our daily bread:

We coach managers by transferring knowledge, we supply them with the most important tools, support them and accompany them in their everyday work.

The will to establish leadership as a vocation in one's own nature and the unshakable will to constantly develop oneself "must" come from the manager himself.

Because change in leadership always starts with yourself. Use your potential to become the best version of yourself!

We have developed practice-oriented and interactive programs in numerous organizations and have found that leadership also means adaptation and is a never-ending journey of change.

So what's the best way to start? How do you train leaders when an organization has thousands of employees and hundreds of leaders?

Ultimately, it is important to anchor decentralized leadership in the company so that good leadership becomes the standard and spreads itself throughout the organization. You "have to" create a knowledge base and create role models that employees can look up to and follow voluntarily and with motivation. Because new managers will always come on board and they must also be able to be taken along on the journey – without a great deal of work. Otherwise the once good idea will burst like a soap bubble.

And that is exactly the mission of our leadership workshops: Dedicate ourselves intensively to these topics, laying the foundation together and creating role models for leadership in your company.

You don't have to react according to a predetermined pattern, because you have the power to decide how you use your reaction space.

As a “leader” it is better not to react emotionally at first. There is an area in our brain that is responsible for reasoning, the prefrontal cortex. When it is in action, we can think clearly, plan and find solutions. This great instrument is turned off as soon as strong feelings overwhelm us.

If something bothers you, confront yourself with this topic to find out what is causing it and let your counterpart know. Find out why it bothers you in the first place, because only then can you tackle the cause.

Despite all this knowledge, we very often let our feelings take the place of thinking these days. We feel the emotions rising, ignore the underlying causes that trigger them, and then let our feelings and behaviors run wild.

Does it matter what other people think? That's right - it really doesn't matter what other people think. But whether this statement corresponds to reality, you decide for yourself. You make the decisions in your life. Others would make the decisions differently.

As a manager, however, you get little feedback due to the hierarchical structure. As a “leader”, it is therefore advisable to initially take any feedback seriously. Especially when it affects a larger part of the company.

But how do you deal with bad news, crises, setbacks, failures, delays, defeats or other catastrophes? There is a simple way of dealing with such situations, which can be summed up in one word: "Great"

Through this radical acceptance and acceptance of the current state, you activate an inner peace with reality and can now use your energy to change your situation somewhat.

The leadership wheel developed by Rabl & Hahn provides a good overview of what is required of an outstanding leader. While ownership is of course the focus, it is also important to analyze the other components and implement them in daily activities.

Managers should be familiar with the three types of leadership as well as the five principles of self-esteem and the five behaviors.

The Leadership Cycle already shows how complex leadership actually is. While the individual elements are considered in detail in the intensive workshop, we will cover the most important points in the compact workshop already.

But one thing is clear, leadership is a long journey that doesn't end after just a few workshops.

Being present (paying attention to others) and understanding the challenges of the employees and actively supporting them in their work means that you act with them in the team on an equal footing.

Regular "proximity" improves communication, avoids overtime and helps to identify conflicts in the team at an early stage. Because complex, social conflicts lie dormant in most departments and can also go far beyond the team level - for example between entire organizations or countries.

One should not confuse presence with constant control (micro management). This puts employees under unnecessary pressure and is no longer appropriate in modern leadership. Rather, it is about appreciation and interest. Instead, managers should be able to rely on the skills of their team and always promote social exchange.

This session is about the honest self-assessment of managers.

On the one hand about their personal self-assessment, i.e. their level of maturity as a manager, and on the other hand about the cohesion of their teams.

Only on the basis of a realistic assessment can there be room for improvement.

An excursion into brain research is an integral part of our workshops.

We consider it essential to understand, as a first step, what is going on in the human brain and what influence different (stress) situations have in everyday work life and how they affect us consciously or unconsciously. In short: why do we react the way we react?

Here is a little insight into the limbic system: We take in information about the outside world through our senses, i.e. through our eyes, ears, nose, skin and tongue.

This information is collected and sent to the thalamus. It acts as a control center and decides whether information is relevant or irrelevant.

Or...whether it's dangerous or not. Everyone reacts differently to situations. Our brain decides when to attack or retreat – depending on how we are shaped by our past. And we can partly control and influence that.

At the end of the workshop, what has been learned is "reviewed" together. It is important to adopt a final and uniform understanding of leadership and to ensure that it is anchored in the company in the long term.

To ensure that what has been worked out does not fizzle out, concrete measures are recorded as part of an action plan and progress is checked at regular intervals. If required, Rabl & Hahn is available for follow-up workshops and check-ins.