Humanity and profitability
As process architects with more than 15 years of experience in systemically integrative organisation development, our approach differs from traditional methods in that its structure is unbiased, open, and focused on resources and processes. Our flexible methods allow us to respond directly to current needs and to empower managers and teams to achieve sustainable results. For this purpose, we develop tailored, individual concepts that take account of the current situation. We don’t believe in the five key principles of leadership. We find the way together, and the solution that is right for you.
We help our customers to increase their humanity and profitability within the context of a trustful and binding corporate culture. In our workshops, seminars and coaching sessions, we demonstrate how great results can be achieved with improved self-perception, individual responsibility, effective communication and goal-oriented action.
Organisation development
What if everyone knew what was going on?
When people organise themselves into a working team, there are infinite ways to achieve this – or not to achieve this.
In the realm of organisation development, Menschenkenner provides clear benefits to its customers.
In an organisation, all those working there have different interests that are often unknown to others. Things that do not receive adequate attention may be of considerable relevance to the sound functioning of a company. Together with you, we look at unrecognised potential and help you to become a functioning, productive organisation.
Strategy development
When there is a feeling or desire as to what needs to change, but there is no clarity as to how this change can most effectively be achieved, especially when there are opposing interests such as a need for investment and pressure to turn a profit, or quality control and allowing autonomy.
Reorganisation
When the team’s current composition is chronically unproductive or prone to conflict and it is unclear how to change this in the most meaningful manner.
Restructuring
When processes do not fit together reliably enough, misunderstandings impede the processes or process errors crop up more than would be expected.
Executive-board coaching
When there are differences on the executive board that cannot be overcome or personal rivalries impede work or personal barriers delay important decisions.
Team supervision
When working groups often have to make difficult, conflict-prone decisions or are greatly affected emotionally by their work and decisions and their work requires focus, clarity and confidence.
Human-resources development
People who work with others and for others can find themselves caught between opposing views. There is often no ideal solution, but a good arrangement can always be made.
Menschenkenner helps managers in organisations to invent themselves, provide clarity as to their intentions and therefore to take their chosen path authentically.
The relationship between expectations of me on the one hand and what I am, what I know and what I am able to do on the other hand is very complicated and touches on identity, life and future prospects. Am I the problem with my limitations, or is the expectation of me the problem? With its extensive range of experience, Menschenkenner develops actionable plans that are in keeping with the organisation and its employees.
Management development
When managers are appointed and do not feel qualified or well prepared for the role, have hesitations or do not believe they can carry out their management tasks.
Culture development
When the established work culture overlooks what is desired.
Team building
When teams do not yet work together smoothly or trustingly enough.
Sales promotion
When previous opportunities to make profit have not been exploited in full.
Large group events
When the audience members are to be actively involved in a presentation in order to have a physical and emotional and therefore lasting experience instead of a passive presentation.
Communication training
When managers have to have difficult, emotionally challenging meetings with employees and customers that they do not feel sufficiently confident about and suffer from stress.
Campus Menschenkenner
Menschenkenner offers various formats that allow decision makers in the world of business, health, education, politics and culture to acquire and expand on skills when interacting with others and when engaging in self-reflection.
At our training centre, we offer people the opportunity to undergo profound change processes to move from their comfort zone to a growth zone.
This is less to do with learning purely practical tools or simple formulas – this happens incidentally – and more to do with reflecting on oneself as a person and getting to know this person in a different way.
Various learning challenges will help you to find an attitude that allows you to overcome all of life’s trials in harmony with yourself.
Resilience training
When managers or employees often work at the limits of their tolerance and there is a risk they will crack under the pressure.
Individual coaching
When employees feel unsatisfied, stressed or helpless in their role.
Management coaching
When managers feel overburdened or helpless with their current tasks or always become stressed at certain points and cannot resolve this.
Presentation training
When people who appear on stage, before cameras, at press conferences, or before executive boards are not confident, are scared of failing and would like to appear confident and convincing.
Data-protection training
When the latest data-protection regulations are not well known or have not been implemented.
Mental coaching
When self-sabotaging beliefs, doubts, hesitations and fears affect physical and/or mental performance.
For people …
… in companies
… in management positions
… in change processes
… in conflicts
…
We proceed as follows:
1
Assignment clarification
Our work starts with a detailed clarification of the assignment with the relevant parties interested in the change idea. In this process we assess the different needs, interests and perspectives.
3
Research
Once it is clear to all parties which path we want to take and how we will know that we have achieved our objective, we then look into the starting situation within the organisation. For this purpose, we hold interviews specifically tailored to the assignment with a representative cross section of the target group. These interviews are evaluated using qualitative and quantitative criteria.
5
Decision
We discuss the findings and subjects from the interviews as well as the course and content of the process with the decision makers and thereby ensure the highest level of transparency. We decide on the next step and the future course of action together.
7
Documentation
On request, in multistage processes we collect and document the results at regular intervals so that the development made is transparent and traceable for all parties, including after the fact.
2
Diagnosis
Every person sees only what he can see with his own eyes. If he does not see something essential, it does not mean that it is not there, but only that he does not see it at the moment. This phenomenon influences every recognition in the sense of a diagnosis (greek for: to see through). It is precisely here where our expertise as experts (some of us come from therapeutic professions) in human nature, is particularly accurate – and therefore economical.
See also: Dr. med. Marco de Carvalho / “Was haben Firmenprobleme mit Hämorrhoiden zu tun?”
4
Design
Based on the findings gained in the interviews, we draw up a process and define the core topics in its design, tailored to the situation. In this process, we determine who the involved parties are and include them in the process in an appropriate manner, thus making a lasting change visible and tangible.
6
Communication
After the decision stage, we inform staff of the structure and course of the process and inspire the confidence required to execute the process successfully. We create clarity regarding the content, course of action and in particular the end of the guided process.
8
Handover
To guarantee a sufficient level of ownership, we ensure at the end of the process that the changes experienced and the new qualities achieved as a result of it are maintained by the participants and passed on to colleagues who did not take part in the process. This is how we achieve a long-term effect.
1
Assignment clarification
Our work starts with a detailed clarification of the assignment with the relevant stakeholders of the change idea. In this process we assess the different needs, interests and perspectives.
2
Diagnosis
Jeder Mensch sieht nur das, was er mit eigenen Augen sehen kann. Wenn er etwas Wesentliches nicht sieht, heißt es nicht, dass es nicht da ist, sondern nur, dass er es im Moment nicht sieht. Dieses Phänomen beeinflusst jedes Erkennen im Sinne einer Diagnose (griech.: Durchschauen). Gerade hier ist unsere Expertise als Menschenkenner, die wir zum Teil aus therapeutischen Berufen kommen, besonders treffsicher – und darum ökonomisch.
siehe auch:
Dr. med. Marco de Carvalho: “Was haben Firmenprobleme mit Hämorrhoiden zu tun?”
3
Research
Once it is clear to all parties which path we want to take and how we will know that we have achieved our objective, we then look into the starting situation within the organisation. For this purpose, we hold interviews with a representative cross section of the target group. These interviews are evaluated using qualitative and quantitative criteria.
4
Design
Based on the findings gained in the interviews, we draw up a process and define the core topics in its design, tailored to the situation. In this process, we determine who the involved parties are and include them in the process in an appropriate manner, thus making a lasting change visible and tangible.
5
Decision
We discuss the findings and subjects from the interviews as well as the course and content of the process with the decision makers and thereby ensure the highest level of transparency. We decide on the next step and the future course of action together.
6
Communication
After the decision stage, we inform staff of the structure and course of the process and inspire the confidence required to execute the process successfully. We create clarity regarding the content, course of action and in particular the end of the guided process.
7
Documentation
On request, in multistage processes we collect and document the results at regular intervals so that the development made is transparent and traceable for all parties, including after the fact.
8
Handover
To guarantee a sufficient level of ownership, we ensure at the end of the process that the changes experienced and the new qualities achieved as a result of it are maintained by the participants and passed on to colleagues who did not take part in the process. This is how we achieve a long-term effect.
Aarsdale Kirkevej 5
3740 Svaneke, Dänemark
Telefon: +45 60138177
Mobil: +49 1716384864
mail@menschenkenner.de