M2M-MiniMax Broschüre 2016 englisch
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<strong>MiniMax</strong>³<br />
Interactive Keynote Workshops<br />
Inspiration<br />
with maximum motivation<br />
7x7 Power Packs
The 7 <strong>MiniMax</strong><br />
Subject Areas
1. Communication<br />
2. Leadership<br />
3. Change management<br />
4. Self-management<br />
5. Personality & Career<br />
6. Team development<br />
7. Work techniques
Welcome to<br />
<strong>M2M</strong> CONSULTING
<strong>MiniMax</strong> are<br />
interactive keynote<br />
presentations<br />
They include all key competencies and make you even more successful in<br />
your career. Clear examples, exercises that are short and to the point, and<br />
real-life tips for immediate application are a source of enthusiasm and motivation.<br />
Learning becomes an experience, and the practical implementation<br />
is fun. The 49 subjects consist of a basis module and a consolidation<br />
module; one has two consolidation modules. This means a total of 99 modules<br />
for you to choose from.<br />
Our tip:<br />
Put together individual, customized development packs for select target<br />
groups! This system provides additional learning dimensions: The learning<br />
loops and experiences made during hands-on stages. This allows you to<br />
further increase the level of implementation success, achieve quantifiable<br />
results and be especially effective. You will find suggestions for 10 proven<br />
development packs on pages 55-59.<br />
We developed the 7x7 <strong>MiniMax</strong> subjects described here together with our<br />
clients, and all the subjects have been tried and tested in actual practice.<br />
The outstanding references speak for themselves. We would be pleased to<br />
advise you and provide you with an offer based on your requirements. We<br />
look forward to hearing from you!<br />
Best regards,<br />
Ulrich Mahr<br />
Managing Partner<br />
5
The 7x7 Power Packs<br />
Leadership Communication<br />
1.1 Communication basics 1: Understanding and making communication transparent<br />
1.2 Communication basics 2: Communication with difficult counterparts<br />
2.1 Communicating professionally 1: Power talk: The power of language<br />
2.2 Communicating professionally 2: Customer orientation, even when things get difficult<br />
3.1 Arguing and convincing 1: The Six Sigma principle of argumentation<br />
3.2 Arguing and convincing 2: Overcoming resistance with adroitness<br />
4.1 Rhetoric 1: Speaking freely: Achieving high impact with language<br />
4.2 Rhetoric 2: Body language and voice<br />
5.1 Presenting 1: The pyramid principle<br />
5.2 Presenting 2: Suspense with Hitchcock<br />
6.1 Negotiating 1: Negotiating successfully and on target<br />
6.2 Negotiating 2: Negotiating on the edge<br />
7.1 Selling 1: The stages of a sales talk<br />
7.2 Selling 2: Being convincing even in case of questions and objections<br />
8.1 Leadership basics 1: Leadership in the sandwich position<br />
8.2 Leadership basics 2: Systemic expertise for executives<br />
9.1 New in leadership 1: The first 100 days as an executive<br />
9.2 New in leadership 2: Evolving from colleague to executive<br />
10.1 Motivating leadership 1: How motivation works<br />
10.2 Motivating leadership 2: Defining targets and giving feedback<br />
11.1 Leadership through dialogue 1: Leadership communication<br />
11.2 Leadership through dialogue 2: Psychology for executives<br />
12.1 Healthy leadership 1: Healthy leadership of yourself and others<br />
12.2 Healthy leadership 2: Leading at eye level<br />
13.1 Commitment to care 1: The care dialogue<br />
13.2 Commitment to care 2: Dealing with mental illness<br />
14.1 Leadership paradox 1: Lateral leadership – Leading without directive authority<br />
14.2 Leadership paradox 2: Leading upwards<br />
6
15.1 Change expertise 1: Stages and impact of change processes<br />
15.2 Change expertise 2: Dealing with resistance<br />
16.1 Understanding complexity 1: Basics of systemic thoughts & actions<br />
16.2 Understanding complexity 2: VUCA expertise and culture of trust<br />
17.1 Corporate development 1: The “9 Levels of Value Systems”<br />
17.2 Corporate development 2: Best practices with the “9 Levels of Value Systems”<br />
18.1 Change and leadership 1: Leading in rough terrain<br />
18.2 Change and leadership 2: Leading in the face of resistance<br />
19.1 Change and communication 1: Change communication for executives<br />
19.2 Change and communication 2: Change and springboard stories<br />
20.1 Formats for change 1: Knowing and using large-scale events<br />
20.2 Formats for change 2: Large-scale events<br />
21.1 Change architecture 1: Elements of a successful change architecture<br />
21.2 Change architecture 2: Reflection on change architectures<br />
22.1 Time management 1: From time management to time competency<br />
22.2 Time management 2: Using the VICKTORY principle to succeed<br />
23.1 Stress management 1: Systematically reducing stress<br />
23.2 Stress management 2: The strengths of the mind: Managing stress mentally<br />
24.1 Life balance 1: The Think balanced principle<br />
24.2 Life balance 2: Happiness, quality of life and flow<br />
25.1 Resilience 1: Withstanding pressure – Strengthening resilience<br />
25.2 Resilience 2: Taking a laid back approach to anger and criticism<br />
26.1 Emotional intelligence 1: The concept of emotional intelligence<br />
26.2 Emotional intelligence 2:It’s all in the attitude!<br />
27.1 Burning in instead of burning out 1: Understanding and preventing burnout<br />
27.2 Burning in instead of burning out 2: Discovering meaning and using resources<br />
28.1 Implementing targets and intentions 1: One’s weaker self<br />
28.2 Implementing targets and intentions 2: Mental techniques from the world of high performance sports<br />
Change Self-management<br />
7
The 7x7 Power Packs<br />
Team Personality<br />
29.1 Self-perception and others' perceptions 1: Introduction to Insights Discovery<br />
29.2 Self-perception and others' perceptions 2: Introduction to MBTI® Step I / Step II<br />
30.1 Personality and values 1: Introduction to the Reiss profile<br />
30.2 Personality and values 2: Introduction to the “9 Levels of Value Systems”<br />
31.1 Knowing talents and using them properly 1: Introduction to BIP<br />
31.2 Knowing talents and using them properly 2: Introduction to potentials analyses<br />
32.1 Presenting yourself professionally 1: Authentic through personality and style<br />
32.2 Presenting yourself professionally 2: Showing presence and increasing reach<br />
33.1 Self-marketing 1: Succeeding through self-marketing and profile<br />
33.2 Self-marketing 2: More than manners, small talk and etiquette<br />
34.1 Young professionals: Orientation 1: Compelling applications<br />
34.2 Young professionals: Orientation 2: Expert or executive?<br />
35.1 The best years 1: 40 plus: Career, life balance and (re-) evaluations<br />
35.2 The best years 2: 50 plus: Health, satisfaction and maintaining performance<br />
35.3 The best years 3: 60 plus: Endings and beginnings<br />
36.1 Team collaboration: Basics 1: Achieving team success with team dynamics<br />
36.2 Team collaboration: Basics 2: Expertise for today’s team challenges<br />
37.1 Team development: Basics 1: Kicks for team development<br />
37.2 Team development: Basics 2: Understanding and preventing bullying<br />
38.1 Diversity: Dealing with a mix 1: Weaknesses of strengths & strengths of weaknesses<br />
38.2 Diversity: Dealing with a mix 2: Type-appropriate communication in the team<br />
39.1 Intercultural expertise 1: Collaborating with other cultures<br />
39.2 Intercultural expertise 2: More success with “cultural awareness”<br />
40.1 Conflict management 1: Successfully overcoming conflicts together<br />
40.2 Conflict management 2: Resolving conflicts with the Harvard principle<br />
41.1 Setting limits 1: Saying “no” constructively<br />
41.2 Setting limits 2: The healthy way to deal with slights<br />
42.1 Feedback – Feedforward 1: The art and power of feedback<br />
42.2 Feedback – Feedforward 2: Practical feedback exercises<br />
8
43.1 Meetings and moderation 1: Achieving results with the IDEAL³ principle<br />
43.2 Meetings and moderation 2: Moderation tasks and techniques<br />
44.1 Visualizing 1: Effective, constructive and to the point<br />
44.2 Visualizing 2: Mind mapping<br />
45.1 Creativity and innovation 1: Creativity techniques for more innovation<br />
45.2 Creativity and innovation 2: New perspectives through humour-based techniques<br />
46.1 Work made brain-friendly 1: Mnemonic mental factors<br />
46.2 Work made brain-friendly 2: Understanding the brain: It’s all a matter of neurology<br />
47.1 Learning and reading skills 1: Speed-reading<br />
47.2 Learning and reading skills 2: Learning techniques<br />
48.1 The power of images 1: Convincing with analogies and metaphors<br />
48.2 The power of images 2: Storytelling/Storylining – Stories are convincing<br />
49.1 Decision-making 1: How to make decisions with competence and confidence<br />
49.2 Decision-making 2: Understanding intuition and putting it proper use<br />
Work techniques<br />
9
What <strong>MiniMax</strong> does for you<br />
▪ Strengthen your key competencies<br />
With <strong>MiniMax</strong> you can strengthen the key competencies<br />
required for your success. By providing targeted ideas, you<br />
experience quick and noticeable improvements.<br />
▪ Develop target groups<br />
By means of customized <strong>MiniMax</strong>3 packs, you can<br />
develop selected target groups. Continuously,<br />
systematically, stringently.<br />
▪ Provide appealing After Work Events<br />
You arouse curiosity and encourage networking.<br />
Learning becomes attractive.<br />
▪ Inspire others with keynote and edutainment<br />
<strong>MiniMax</strong> are ideal for kick-off meetings or conferences.<br />
They open up and inspire participants.<br />
▪ Vitalize large-scale events<br />
Be it a “leadership workshop”, a “learning world” or a<br />
“world café”. With <strong>MiniMax</strong> you can include the content<br />
of your choice.<br />
10
Your benefits<br />
▪ Added value<br />
<strong>MiniMax</strong> are hands-on and easy to implement. The<br />
content is effective and can be immediately applied.<br />
▪ Mental energizer<br />
<strong>MiniMax</strong> enable you to motivate and mobilize.<br />
Fresh ideas provide new energy and inspire you to<br />
apply them.<br />
▪ Customized packs<br />
You define the target group. We customize.<br />
This allows you to develop systematically and continuously.<br />
▪ Multilingual<br />
<strong>MiniMax</strong> can also be carried out in English, French<br />
and Spanish.<br />
▪ Mobile<br />
With <strong>MiniMax</strong> you are flexible, cost-effective and on<br />
site in a flash – throughout Germany and Europe.<br />
11
Communication<br />
“Imagining what you wish for<br />
as if it were already there<br />
opens the doors to success.”<br />
Ulrich Mahr<br />
12
Minimax<br />
COMMUNICATION<br />
Communication<br />
13
Communication<br />
Minimax<br />
1.1 COMMUNICATION BASICS 1<br />
2.1<br />
Understanding & making communication transparent<br />
COMMUNICATION<br />
COMMUNICATING PROFESSIONALLY 1<br />
Power talk: The power of language<br />
14<br />
1.2<br />
Communication is everything! That’s why it’s important<br />
to understand it and apply your insights.<br />
But communication has multiple layers and multiple<br />
interpretations. Misunderstandings and<br />
conflicts are often the undesired consequences.<br />
This needn’t be the case.<br />
In this <strong>MiniMax</strong> you will take a look at the inner<br />
life of communication. Using the five axioms of<br />
communication psychology and their most important<br />
models, you will gain an understanding<br />
of communicative processes and will be able to<br />
avoid putting your foot in your mouth. You will<br />
become acquainted with effective techniques<br />
and expand your personal repertoire. Communication<br />
will become easier. And successful.<br />
COMMUNICATION BASICS 2 2.2<br />
Communication with difficult counterparts<br />
You may know them too. The bellyachers, grumblers<br />
and pessimists? Start saving time and avoiding<br />
unnecessary stress! Find out when it makes<br />
sense to even allow a conversation to continue.<br />
And learn how to put what counts in a nutshell<br />
within 30 seconds and construct your message in<br />
such a way that it will also be convincing in a critical<br />
environment.<br />
You will learn how to respond calmly and objectively<br />
despite emotional tension. You will see<br />
through unfair tactics and attempts to manipulate<br />
and use pertinent arguments in case of objections<br />
or attacks. This allows you to reach even<br />
difficult counterparts and achieve your goals.<br />
Language is the business card of your company.<br />
Emails and phone calls leave an initial impression<br />
of you as a person, your expertise and your role.<br />
You can gain a lot through them or– if things go<br />
badly – lose a lot.<br />
In this <strong>MiniMax</strong> you will learn to make strategic<br />
use of the power of language. The power talk<br />
principles will help you learn how to communicate<br />
in a positive, customer and solution-oriented<br />
way. You will become familiar with formulations<br />
and convey friendliness, confidence and competence<br />
in equal measure. This lays the cornerstone<br />
for leaving an engaging impression.<br />
COMMUNICATING PROFESSIONALLY 2<br />
Customer orientation, even when things get difficult<br />
Language also plays a decisive role in resolving<br />
difficult communication situations. Just think<br />
about the skills required in customer care and for<br />
dealing with complaints and stressed customers.<br />
How can you give your emotionally charged<br />
counterpart the feeling that you understand?<br />
How successful are you at shifting perspectives?<br />
What signal words and solution-oriented formulations<br />
are effective?<br />
In this <strong>MiniMax</strong> you will learn how to remain calm<br />
in stressful situations and communicate with confidence.<br />
You will show an appropriate amount of<br />
empathy, convey your commitment and also set<br />
limits – wherever they are required. In a constructive<br />
and solution-oriented manner.
ARGUING & CONVINCING 1 3.1<br />
The Six Sigma principle of argumentation<br />
RHETORIC 1 4.1<br />
Speaking freely: Achieving high impact with language<br />
Communication<br />
A person who argues too much has already lost.<br />
Forget trying to find even more arguments. The<br />
decisive thing is to shape your arguments effectively.<br />
This <strong>MiniMax</strong> resembles penalty kick training: You<br />
will practice the 5 most important types of argumentation<br />
until you master the variations with<br />
ease: From elegantly slipping the ball past the<br />
keeper to powerfully driving it home just under<br />
the crossbar.<br />
You will make the best strategic use of your future<br />
argumentation opportunities to suit the situation:<br />
Your argumentation success will follow. 1:0<br />
for you!<br />
ARGUING & CONVINCING 2 3.2<br />
Overcoming resistance with adroitness<br />
Left speechless when you’d rather have a speedy<br />
answer at the ready? Especially in stressful situations<br />
this is anything but easy! But it’s incorrect<br />
to assume that adroit answers must always<br />
be brilliant or spontaneous. But in thinking so we<br />
hinder ourselves in delivering a pertinent repartee.<br />
There is a solution to this.<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
12 astonishing repartee techniques. You will use<br />
this basis to develop formulations which are suitable<br />
for business.<br />
You will create useful backdoors as a way out of<br />
seemingly hopeless situations, and win. On target,<br />
charmingly and with humour!<br />
This <strong>MiniMax</strong> revolves around speaking freely.<br />
Using high-impact language, you will learn to<br />
compose your speech or contributions to discussions<br />
to suit your listeners as well as your brain.<br />
An interesting opener and a spot-on closing are<br />
just as important as vitalizers. A clear structure<br />
will allow you to impart confidence and composure.<br />
Short and to the point exercises provide opportunities<br />
to practice 3 kinds of speaking. You will discover<br />
how to create trust and appeal and achieve<br />
acceptance.<br />
This is your chance! Use it.<br />
RHETORIC 2 4.2<br />
Body language and voice<br />
Body language may seem trivial. Yet the opposite<br />
is true. The scientific findings are unanimous:<br />
Appealing body language is convincing and<br />
achieves higher levels of acceptance.<br />
In this <strong>MiniMax</strong> your own body language is mirrored<br />
to give you ideas on how it can be optimized.<br />
The focus is on your charisma and authenticity.<br />
In addition, you will learn how to read the body<br />
language of your counterpart. Once you are in<br />
a position to interpret it properly, you will be better<br />
able to adapt to it. Your conversations will be<br />
more successful.<br />
15
Minimax<br />
COMMUNICATION<br />
Communication<br />
5.1 PRESENTING 1<br />
6.1<br />
The pyramid principle<br />
A presentation is a major opportunity. It often<br />
marks the end of a great deal of detailed work.<br />
Whether customers, colleagues or management<br />
decide for or against something often hinges on it.<br />
If you want to be successful, you need to take a<br />
close look at your target group and their requirements.<br />
Professional expertise is not only demonstrated<br />
by the amount of information but by the<br />
quality of presentation.<br />
With the help of the pyramid principle, you will<br />
find out how to structure your presentations constructively<br />
in this <strong>MiniMax</strong>, so that they are to the<br />
point and suitable for your target group.<br />
5.2 PRESENTING 2 6.2<br />
NEGOTIATING 1<br />
Negotiating successfully and on target<br />
Negotiations are ubiquitous: Some determine<br />
details, others determine the overall outcome.<br />
Facts and figures are the subject of some, while<br />
in others strategies or budgets may be at stake.<br />
The right negotiating technique enables a shift in<br />
perspective. You will reach your negotiating target<br />
without “defeating” your negotiating “opponent”.<br />
This will provide you with an ideal basis<br />
for good results, also within the context of successful<br />
long term collaborations.<br />
In this <strong>MiniMax</strong> you will learn techniques and attitudes<br />
for achieving the best possible negotiating<br />
outcomes. You will gain confidence and clarity<br />
and strengthen your negotiating expertise.<br />
NEGOTIATING 2<br />
16<br />
Suspense with Hitchcock<br />
Too often presentations are designed to be purely<br />
fact-based and formal. They generate boredom.<br />
The main reason for this is lack of suspense.<br />
Colleagues lose interest or occupy themselves<br />
with other things. This needn’t be the case!<br />
Focusing on the “Master of Suspense” Alfred<br />
Hitchcock can provide plenty of insight on this<br />
subject, which is also particularly useful for presentations.<br />
For instance, techniques such as “suspense”<br />
and “tension” are important.<br />
In this <strong>MiniMax</strong> you will find out how to build up<br />
suspense. You will enthral and captivate your listeners.<br />
Negotiating on the edge<br />
In situations involving challenging negotiations<br />
the most important aspect is to argue in an appropriate<br />
and varied manner and to make adept<br />
use of the individual stages of the negotiation.<br />
Resistance, pressure and unpleasant<br />
negotiating partners often seem to bar the way<br />
and need to be dealt with.<br />
In this <strong>MiniMax</strong> you will be equipped with suitable<br />
techniques and will expand your own horizons.<br />
You will acquire the most important techniques<br />
required to also ward off unfair tactics. You will<br />
increase your composure and even get through<br />
to tougher negotiating partners. Visibly expanding<br />
your boundaries.
SELLING 1 7.1<br />
The stages of a sales talk<br />
Structure generates confidence. That’s why it is<br />
important to be aware of the stages of a sales<br />
talk and to make use of them. However, this alone<br />
does not suffice. Your personal qualities are<br />
also required.<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
effective tools and techniques. You will know how<br />
to structure your sales talks and individually shape<br />
your relationships with various types of customers.<br />
You will convey clarity, authenticity and conciseness.<br />
Appeal and trust will result. Your sales talk will<br />
come to a successful close – with confidence.<br />
Communication<br />
SELLING 2 7.2<br />
Being convincing even in case of questions and objections<br />
What if the customer asks critical questions or<br />
says “no”?<br />
In this <strong>MiniMax</strong> you will find out how to constructively<br />
handle reluctance, resistance and objections.<br />
You will learn techniques to dispel and<br />
transform them and even make active use of<br />
them yourself.<br />
Moreover, you will also ask the right questions at<br />
the right time. You will discover what motivates<br />
your customers to make a purchase, and succeed<br />
with appropriate arguments.<br />
It all ends with an order. A complete success.<br />
17
Leadership<br />
“Sit down, stand up or leave,<br />
but don’t spend too much time<br />
bumbling around.”<br />
Ulrich Mahr<br />
18
Minimax<br />
leadership<br />
Leadership<br />
19
Minimax<br />
leadership<br />
8.1 LEADERSHIP BASICS 1<br />
9.1<br />
NEW IN LEADERSHIP 1<br />
Leadership<br />
8.2<br />
Leadership in the sandwich position<br />
Whether you like it or not: As an executive you<br />
are always in between. Your staff expects professional<br />
support and understanding. Your seniors<br />
expect you to have your staff “under control”<br />
and to deliver excellent results. Added to this are<br />
your own expectations and those of your colleagues.<br />
In this <strong>MiniMax</strong> you will become aware of the<br />
classic areas of tension involved in leadership and<br />
discover the contradictions within your position.<br />
You will work out how to ideally handle this situation.<br />
By developing increased personal clarity<br />
you will strengthen your assertiveness and authenticity.<br />
A good basis for your success as a leader.<br />
LEADERSHIP BASICS 2 9.2<br />
The first 100 days as an executive<br />
When you start with a new executive responsibility,<br />
it is important that you position yourself and add<br />
your own initial touches. There will normally be a<br />
few fundamental decisions to be made as well.<br />
However, there are many traps to fall into. It<br />
therefore makes sense to familiarize yourself with<br />
the (new) culture and (new) communication<br />
channels. It is equally important that you strike a<br />
balance between activity and restraint.<br />
By means of tried and tested questions, you will<br />
develop a guideline in this <strong>MiniMax</strong> for the first<br />
100 days in your new role. This will provide you<br />
with a solid foundation for your success as an<br />
executive.<br />
NEW IN LEADERSHIP 2<br />
20<br />
Systemic expertise for executives<br />
As an executive you have the responsiblitiy to<br />
lead. This may sound trivial, but in fact it isn’t! Unlike<br />
simple systems, the leadership of people and organizations<br />
is not completely foreseeable.<br />
The systemic perspective considers not just the individual<br />
but also the context and the interdependencies.<br />
It provides us with evidence that each of us creates<br />
his/her own reality. These constructs influence our<br />
thoughts and actions, especially in leadership.<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
the 7 theories of systemic leadership. Practical experiments<br />
will open up a whole new way of looking<br />
at “reality”. You will gain a new and better<br />
understanding of your leadership responsibilities.<br />
Evolving from colleague to executive<br />
Having to lead former colleagues is a special<br />
challenge. In addition to your own role, there is<br />
also a change in the relation of closeness and<br />
distance. It is important to become aware of the<br />
dynamics involved in changing roles and to shape<br />
these dynamics.<br />
In this <strong>MiniMax</strong> you will analyse your leadership situation.<br />
You will reflect on your own expectations<br />
and objectives as well as on those of the people<br />
around you. You will use this as a basis for deriving<br />
responsibilities and the necessity for discussion.<br />
You will achieve greater clarity in your role and<br />
prepare conversations in advance. You will find<br />
the right words from the very start.
Motivating leadership 1 10.1<br />
LEADERSHIP THROUGH DIALOGUE 1 11.1<br />
How motivation works<br />
These complaints will sound familiar: Employees<br />
are not motivated, they don’t think for themselves<br />
and are constantly asking for more money. “I simply<br />
want my staff to be motivated. Is that too much<br />
to ask for?”<br />
No, of course it’s not. It is, after all, a truism that longterm<br />
success is only guaranteed through motivated<br />
staff. As an executive you shape the motivation of<br />
your staff – possibly differently than you may expect.<br />
In this <strong>MiniMax</strong> you will discover the major misconceptions<br />
concerning motivation. You will know<br />
how to prevent demotivation and be able to effectively<br />
and sustainably provide a motivating environment<br />
in the future.<br />
Motivating leadership 2 10.2<br />
Leadership communication<br />
As an executive, you are aware of how important<br />
communication is in day-to-day management. You<br />
communicate with your staff on a daily basis, be it<br />
during staff appraisals, on the fly, or in meetings.<br />
Since it is not only important what you say, but<br />
rather how your conversation partners perceive<br />
it, you have to be in a position to master the<br />
most effective “levers” for successful leadership<br />
communication.<br />
In this <strong>MiniMax</strong> you will get to know these “levers”:<br />
1. Rhetorical tricks, 2. The importance of role clarity<br />
and 3. The level of attitude. Short and to-the-point<br />
practical units teach you how to optimize your leadership<br />
communication.<br />
LEADERSHIP THROUGH DIALOGUE 2 11.2<br />
Leadership<br />
Defining targets and giving feedback<br />
Targets provide orientation, they motivate and<br />
serve as a basis for leadership and feedback.<br />
In this <strong>MiniMax</strong> you as an executive will learn to<br />
derive specific targets for the team and for individuals<br />
using strategic and higher-level targets.<br />
You will find out how to define quantitative and<br />
qualitative targets and formulate them in a way<br />
which is employee-oriented, comprehensible<br />
and motivating.<br />
You will know how to conduct target dialogues.<br />
You will be able to appropriately respond to various<br />
employee types and possible objections and<br />
resistance in terms of leadership psychology.<br />
Psychology for executives<br />
The bad news first: Understanding is unlikely!<br />
You experience this as an executive every day: It<br />
doesn’t matter what’s said, but how it’s taken.<br />
The good news: There is a map! You will finally understand<br />
why some people get the message and<br />
others don’t. And even better: The map will help<br />
you to adapt to the various types.<br />
In this <strong>MiniMax</strong> you will learn ways to effectively adapt<br />
to your staff. Understanding will become more<br />
likely!<br />
21
Minimax<br />
leadership<br />
12.1 HEALTHY LEADERSHIP 1<br />
13.1<br />
COMMITMENT TO CARE 1<br />
Healthy leadership of yourself and others<br />
The care dialogue<br />
Leadership<br />
The working world is marked by continuously increasing<br />
customer requirements, extremely high<br />
competitive pressure, increased workloads, and<br />
many other things.<br />
For the staff this means potentially high stress levels<br />
and increased health risks. This frequently results<br />
in a rise in illness-related absences.<br />
In this <strong>MiniMax</strong> you will learn how to recognize<br />
warning signals and structures which are hazardous<br />
to health at an early stage. You will know<br />
how to promote a leadership style which is conducive<br />
to good health, and which actions you<br />
can take to promote good health on a day-today<br />
basis.<br />
As an executive you deal with people. This may<br />
sound simple, yet it isn’t. Since particularly when<br />
people come to work, they bring along their very<br />
own personal life situation.<br />
In this <strong>MiniMax</strong> you will develop a higher level of<br />
sensitivity for your employees. You will find out what<br />
influence the personal side of people has on success<br />
and how you can make this discussable.<br />
You will learn how to listen more precisely and<br />
find creative solutions together in individual cases.<br />
You will generate trust, identification and a<br />
sense of belonging.<br />
A genuine gain – for everyone.<br />
12.2 HEALTHY LEADERSHIP 2 13.2 COMMITMENT TO CARE 2<br />
Leading at eye level<br />
Self-determination, participation, development<br />
of potential – the trends of the new working<br />
world have long been the subject of discussion.<br />
Is it all just theories and dreams? No, the films<br />
"AUGENHÖHE" (EYE LEVEL) and "AUGENHÖHEwege"<br />
(PATHS TO ACHIEVING EYE LEVEL) present<br />
companies at which many of these trends are<br />
already fully integrated – and the people who<br />
shape them.<br />
Using the film, this <strong>MiniMax</strong> will provide inspiration<br />
and ideas for your personal leadership behaviour<br />
and a healthy working environment. "AUGENHÖ-<br />
HE" is sponsored by an active community. <strong>M2M</strong><br />
Consulting is among the supporters of this project.<br />
Dealing with mental illness<br />
Burnout, depression, anxiety disorders and addictions<br />
are on the rise. According to a study conducted<br />
by the Federal German Labour Ministry, respective<br />
absences have doubled in the last ten<br />
years. It may well happen that you too, as an executive,<br />
will increasingly have dealings with employees<br />
who suffer from mental illness.<br />
This <strong>MiniMax</strong> will provide you with an overview of<br />
the most frequent forms of mental illness. Techniques<br />
will help you choose the right tone. You<br />
will know how to integrate and challenge such<br />
employees without overwhelming them.<br />
A solid basis for finding constructive and targetoriented<br />
solutions together.<br />
22
LEADERSHIP PARADOX 1 14.1<br />
Lateral leadership – Leading without directive authority<br />
"Lateral leadership" (from Latin: latus = side) means<br />
leading without the directive authority to do so.<br />
If your topic or project is to be a success, you will<br />
normally also need support from colleagues and<br />
executives from other departments and hierarchical<br />
levels. You will need to exercise targeted influence<br />
in order to gain their support. This is precisely<br />
what is meant by “lateral leadership”.<br />
The know-how required for successful lateral leadership<br />
consists of many different layers. In this <strong>MiniMax</strong><br />
you will become acquainted with effective<br />
tools for “lateral leadership”. You will know how to<br />
exert targeted and effective influence and what<br />
tools will be needed.<br />
LEADERSHIP PARADOX 2 14.2<br />
Leadership<br />
Leading upwards<br />
When the subject of “leadership” is broached, the<br />
focus is normally only downwards, i.e. the leadership<br />
of staff. The sandwich position, however, makes<br />
it necessary to have an upwards effect as well.<br />
Success in lower/middle management is primarily<br />
based on results and leading employees well,<br />
whereas in upper management, success is defined<br />
by strategies and policies.<br />
In this <strong>MiniMax</strong> you will become aware of how<br />
upper executive levels function and what you<br />
should include and avoid in your argumentation.<br />
You will conduct yourself with confidence vis-àvis<br />
superiors and speak to them by using “one<br />
and the same language”.<br />
23
Change<br />
“It often takes greater courage<br />
to change one’s opinion<br />
than to remain true to it.”<br />
Christian Friedrich Hebbel<br />
24
Minimax<br />
CHANGE<br />
Change<br />
25
Minimax<br />
change<br />
Management<br />
15.1 CHANGE EXPERTISE 1<br />
16.1<br />
UNDERSTANDING COMPLEXITY 1<br />
Stages and impact of change processes<br />
Basics of systemic thoughts & actions<br />
Change<br />
Change processes are demanding: The old<br />
things no longer apply and the new ones don’t<br />
work yet – you find that you’re stuck in no-man’s<br />
land. The only known quantities are uncertainty<br />
and unpredictability. Those who want to cope<br />
well in this situation need professional change<br />
expertise.<br />
In this <strong>MiniMax</strong> short and to-the-point exercises<br />
will give you insight into the stages of change.<br />
You will experience the impact of changes and<br />
will be better able to interpret and understand<br />
them.<br />
The practical deductions will provide you with<br />
solid tools for your change success.<br />
The whole is more than the sum of its parts. Therefore<br />
the systemic perspective considers not just<br />
the individual but also the context and the interdependencies<br />
of the individual elements.<br />
It provides us with evidence that each of us –<br />
more or less consciously – creates his/her own reality.<br />
These constructs influence our actions, especially<br />
in change processes.<br />
This <strong>MiniMax</strong> presents the systemic approach in<br />
an understandable way by means of 7 theories.<br />
Surprising mini-experiments open up new perspectives<br />
on “reality”. You will understand your<br />
own thoughts and actions better.<br />
15.2 CHANGE EXPERTISE 2 16.2 UNDERSTANDING COMPLEXITY 2<br />
Dealing with resistance<br />
Changes are normal and inevitable in personal<br />
as well as professional life. But changes are ambivalent:<br />
That which some may regard as positive,<br />
sparks off insecurity and resistance in others.<br />
In this <strong>MiniMax</strong> you will discover how and why the<br />
impact of change is so varied. How can you<br />
overcome doubt, resistance and blockades?<br />
How do you get everyone on board?<br />
By means of astonishing short exercises you will<br />
test typical reactions to changes and gain helpful<br />
new perspectives.<br />
VUCA expertise and culture of trust<br />
We are increasingly characterised by VUCA (volatility,<br />
uncertainty, complexity und ambiguity). It<br />
is precisely for this reason that our need for orientation<br />
is growing.<br />
In this <strong>MiniMax</strong> you will find out what VUCA expertise<br />
means: 1. Seeing the big picture, 2. Being aware<br />
of how flexible everything is, 3. Forgoing a differentiated<br />
target definition with rigid deadlines, 4. Allowing<br />
for ambiguity and leeway, 5. Supporting independent<br />
teams and decentralization.<br />
All of this requires a culture of trust and a leap of<br />
faith. Your company will become faster and<br />
more agile as well as flexible. It will remain able<br />
to take action and be successful.<br />
26
Company development 1 17.1<br />
The “9 Levels of Value Systems”<br />
CHANGE AND LEADERSHIP 1 18.1<br />
Leading in rough terrain<br />
Every company has its own culture. People are<br />
often unaware of this psychological DNA, yet it is<br />
extremely important and can be seen in typical<br />
ways of thinking, dogmas and organizational<br />
principles.<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
the “9 Levels of Value Systems“. The model reflects<br />
the value systems of people, groups and organizations.<br />
This makes it possible to understand, discuss<br />
and, if necessary, change the culture and its forces<br />
– both the beneficial and the obstructive ones.<br />
The fascinating thing is: If you know your culture<br />
and its value systems, you will know what your<br />
company needs to reach the next level.<br />
Company development 2 17.2<br />
Especially also in times of change you, as an executive,<br />
have the responsibility to lead. This may<br />
sound trivial, but in fact it isn’t! Because unlike simple<br />
systems, the leadership of people, teams and<br />
organizations is unforeseeable and influence is limited.<br />
Especially in times of change, irrational aspects,<br />
fears and resistance also play a significant role.<br />
In this <strong>MiniMax</strong> you will learn how to deal with<br />
complex situations. You will develop a balanced<br />
level of “easy-goingness” when dealing with<br />
complexity, inability to plan and (apparent) mistakes.<br />
CHANGE AND LEADERSHIP 2 18.2<br />
Change<br />
Best practices with the “9 Levels of Value Systems”<br />
This <strong>MiniMax</strong> will present real-life change projects<br />
on the basis of the “9 Levels of Value Systems”.<br />
You will see which actual steps have led<br />
to which results.<br />
In addition, you will reflect on actual change<br />
challenges yourself. You will analyse company<br />
cultures and determine whether the culture suits<br />
current market requirements.<br />
If changes are necessary, you will develop actual<br />
steps for management, staff and sales. You<br />
will lead the company to the intended level.<br />
Leading in the face of resistance<br />
Changes are normal and unavoidable. But they<br />
are ambivalent: That which some may regard as<br />
positive, sparks off insecurity and resistance in<br />
others.<br />
In this <strong>MiniMax</strong> you will discover how and why<br />
employees react so differently to changes. How<br />
can you overcome doubt, resistance and blockades?<br />
How do you get everyone on board?<br />
By means of exciting exercises you will test typical<br />
reactions to changes and gain new and useful<br />
perspectives for your leadership. You will leave<br />
your own comfort zone and venture into new<br />
territory. You will expand your range of options.<br />
27
Minimax<br />
change<br />
Management<br />
19.1 CHANGE AND COMMUNICATION 1 20.1<br />
FORMATS FOR CHANGE 1<br />
Change communication for executives<br />
Knowing and using large-scale events<br />
Change<br />
19.2<br />
During changes executives are required to use<br />
their communication expertise in a very special<br />
way: They are expected to provide information, listen,<br />
participate, generate ideas, and much more.<br />
Sometimes formally and at other times informally;<br />
not too much and not too little; not too early and<br />
not too late.<br />
In this <strong>MiniMax</strong> you will be provided with an overview<br />
of when which communication formats are<br />
possible and useful and where the limitations lie.<br />
These questions are likewise important: What do<br />
you say when you know nothing? What do you<br />
say when you’re opposed to certain decisions?<br />
Find out how to find your role and strike the right<br />
note. Your communication will be a success.<br />
CHANGE AND COMMUNICATION 2 20.2<br />
Special projects require special formats: Information,<br />
interaction or creative development of complex<br />
topics: It’s all possible up close and live with<br />
the entire company.<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
interactive formats for large groups and their<br />
specific application opportunities. Formats you<br />
can use to reach the entire company and activate<br />
dormant expertise.<br />
You will know which methods are available and<br />
which ones are suitable for your change projects<br />
and objectives. You will know how to engage and<br />
integrate those involved.<br />
FORMATS FOR CHANGE 2<br />
Change story and springboard story<br />
The success of change processes is strongly dependent<br />
on how successful you are at communicating<br />
the necessity and significance of the<br />
change.<br />
A change story is particularly useful in such cases. It<br />
communicates the vision and objectives as well as<br />
the opportunities and benefits of the change. Pictures<br />
are created and are transported into the<br />
minds of your counterparts.<br />
In this <strong>MiniMax</strong> you will find out how to create a<br />
change story. You will gain inspiration for your own<br />
communication strategy and its implementation.<br />
A good starting point for a successful springboard<br />
story.<br />
Large-scale events<br />
In this <strong>MiniMax</strong> you will try out individual methods<br />
for large groups as an exercise and in actual<br />
practice.<br />
You will take on the role of a participant and find<br />
out which intervention has what effect on you.<br />
You will experience the strengths and weaknesses<br />
of the individual methods and learn which<br />
pitfalls to watch out for.<br />
In addition, you will learn what’s behind the special<br />
challenges of moderating large groups.<br />
You will know which methods you yourself can use<br />
and which you can’t.<br />
28
CHANGE ARCHITECTURE 1 21.1<br />
Elements of successful change architecture<br />
The individual change elements of successful<br />
change and adaptation processes must form a<br />
consistent overall architecture. For this you need<br />
dynamic, dialogue-based elements which enable<br />
continuous further development and adaptation.<br />
In this <strong>MiniMax</strong> you will familiarize yourself with<br />
the fundamental elements of a successful<br />
change architecture. You will reflect on and<br />
analyse examples of change architectures and<br />
their success factors.<br />
Moreover, you will gain clarity and inspiration for<br />
shaping your own change processes.<br />
Change<br />
CHANGE ARCHITECTURE 2 21.2<br />
Reflection on change architectures<br />
The prerequisite for this <strong>MiniMax</strong> is to become<br />
aware of the individual elements for change architectures<br />
and that you have a basic understanding<br />
of systemic expertise.<br />
Because in this <strong>MiniMax</strong> you will use your own<br />
change architecture as an example to analyse its<br />
strengths and weaknesses. In answer to your questions,<br />
you will receive ideas for future interventions<br />
using peer consulting methods.<br />
You will gain clarity and inspiration for shaping<br />
your own change processes and expand your<br />
scope of action.<br />
29
Self-management<br />
“It is never too late to be<br />
what you might have been.”<br />
George Eliot<br />
30
Minimax<br />
SELf-MANAGEMENT<br />
Self-management<br />
31
Minimax<br />
Self-<br />
Management<br />
22.1 TIME MANAGEMENT 1<br />
23.1<br />
STRESS MANAGEMENT 1<br />
From time management to time expertise<br />
Systematically reducing stress<br />
Self-management<br />
By means of improved planning and organization,<br />
time management enables you to make more effective<br />
use of available time and even save some.<br />
The time management “buffet” systematically<br />
shows you the most important tools, techniques<br />
and tricks: The appropriate way to deal with urgency<br />
and priority, understanding day-to-day planning<br />
correctly, the Pareto principle, and much more.<br />
However, to ensure that time management<br />
doesn’t morph into time pressure and compression,<br />
time expertise is also necessary: You will learn<br />
how to differentiate between and use various<br />
qualities, forms and terms of time. You will expand<br />
time economy to include time ecology.<br />
Work is often synonymous with being stressed out<br />
and under constant pressure. It is often considered<br />
to be an indicator of competence and irreplaceability.<br />
In short: Being stressed also serves<br />
as a status symbol and is quite “en vogue”.<br />
Albeit up to 80% of all illness can be directly or<br />
indirectly traced back to stress. The body responds<br />
to intensive and damaging requirements:<br />
“Irritability”, “exhaustion” or even “burnout” may<br />
result.<br />
In this <strong>MiniMax</strong> the 3-part stress process will show<br />
you how you can respond to stress systematically.<br />
You will learn how to effectively reduce<br />
stress. You will remain easy-going and healthy.<br />
22.2 TIME MANAGEMENT 2 23.2 STRESS MANAGEMENT 2<br />
Using the VICKTORY principle to succeed<br />
You can now breathe a sigh of relief – no more<br />
time management!<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
the VICKTORY-principle. Time management<br />
becomes time expertise and “time is money”<br />
changes into “time is honey”. You will discover a<br />
new quality of life and achieve your goals more<br />
easily.<br />
You will apply 10 real-life tools tailored specifically<br />
to suit you and immediately know what is<br />
truly important to you. You will find your life’s vision<br />
and associate it with your day-to-day work.<br />
Numerous examples from renowned companies<br />
will provide you with tried and tested tools.<br />
The strengths of the mind: Managing stress mentally<br />
Some stress is self-made: Our thoughts can cause<br />
stress or, at best, prevent it.<br />
“Managing stress mentally” aims to make us<br />
aware of thought patterns and attitudes, in order<br />
to allow us to unclench and to enable us to<br />
make more flexible evaluations in the long term.<br />
In this <strong>MiniMax</strong> you will find out how your processes<br />
of perception work. You will become acquainted<br />
with how to regulate perceptions, attitudes<br />
and internal dialogues and learn which<br />
basic mindsets sustainably reduce stress. You<br />
control your thoughts, feelings and actions and<br />
go in the desired right direction.<br />
32
Life balance 1 24.1<br />
The Think balanced principle<br />
Resilience 1 25.1<br />
Withstanding pressure – Strengthening resilience<br />
Changes in the accelerated working world and<br />
multi-option society bring new challenges with<br />
them: “work-life balance” is required and it indicates<br />
a necessity for companies and society to<br />
take action.<br />
In this <strong>MiniMax</strong> you will reflect on the blind spots<br />
of this discourse: What assumptions are implicitly<br />
made regarding life and work? How is accountability<br />
attributed in the case of a successful balance<br />
or one which fails?<br />
The Think balanced principle clarifies misunderstandings.<br />
You will discover 7 energy resources<br />
and receive inspiring inputs suitable for practical<br />
application. You will succeed in striking a balance.<br />
Life balance 2 24.2<br />
Resilience refers to a system’s ability to cope<br />
with disruption. If applied to people, it means the<br />
personal ability to recover from negative circumstances<br />
and proceed with new strength<br />
and resources.<br />
How this can be accomplished is extremely revealing.<br />
How do resilient people handle uncertainties<br />
and burdens? And how do they handle<br />
so-called “dynaxity” and ongoing changes?<br />
What are their attitudes?<br />
In this <strong>MiniMax</strong> you will learn which 7 pillars distinguish<br />
resilient people and how to find the key to<br />
more energy and inner strength.<br />
Resilience 2 25.2<br />
Self-management<br />
Happiness, quality of life and flow<br />
Happiness is one of the main qualities of life and<br />
has a magical association with “flow”. But can it<br />
be learned?<br />
The good news: Luckily you can create the prerequisites<br />
and the framework. And in order to ensure<br />
that this is not left to chance, you will be introduced<br />
to insights from the art of living and<br />
research on happiness in this <strong>MiniMax</strong>. Compact<br />
and suitable for everyday use.<br />
Integrate this 4-step expertise into your (professional)<br />
daily routine and experience your personal<br />
flow moments. You will reach new levels of satisfaction<br />
and well-being. And be happy.<br />
Taking a laid back approach to anger and criticism<br />
Whether we want to or not: We often tend more<br />
ore less towards anger. Can we prevent this?<br />
In principle, anger is nothing bad; it reminds us<br />
that we want to change something. But what<br />
happens if the change is not successful or if the<br />
matter is out of our hands? It has been proven<br />
that anger is harmful to one’s health. In a professional<br />
environment acting out in anger is counterproductive.<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
strategies and techniques to positively reprogram<br />
yourself and deal with anger and criticism with a<br />
constructive and laid back approach. Your performance<br />
and quality of life will improve.<br />
33
Minimax<br />
Self-<br />
Management<br />
26.1 EMOTIONAL INTELLIGENCE 1<br />
27.1<br />
BURNING IN INSTEAD OF BURNING OUT 1<br />
The concept of emotional intelligence<br />
Understanding and preventing burnout<br />
Self-management<br />
“Facts, facts, facts” – is the motto of a famous<br />
German news magazine. It has a ring to it which<br />
is sound, reliable and objective. It would seem<br />
that everything depends on facts. But far from it!<br />
Only 7% of all human success is based on facts,<br />
93% on the other hand can be traced back to<br />
emotions! Consequently, the key factors for professional<br />
success lie within “emotional intelligence”<br />
or one’s so-called “EQ”.<br />
This <strong>MiniMax</strong> will familiarize you with how you see<br />
yourself and how others see you, train your intuition<br />
and show you how you can regulate your<br />
emotions. Get smart, emotionally!<br />
People who permanently exceed their performance<br />
limits with a marathon workload are at<br />
risk of burning out inside. Thoughts like “I feel like<br />
I’ve been hit by a train”, “Nothing seems fun<br />
anymore” or “Everything seems so meaningless”<br />
occur more often.<br />
And at some point the battery wears out entirely!<br />
Body and spirit need to pause for breath.<br />
What remains is a great inner void. Don’t wait<br />
until it’s too late.<br />
In this <strong>MiniMax</strong> you will find out which symptoms<br />
provide early indication of burnout. You will become<br />
acquainted with preventive measures<br />
and achieve the turnaround to “burnIN”.<br />
26.2 EMOTIONAL INTELLIGENCE 2 27.2 BURNING IN INSTEAD OF BURNING OUT 2<br />
It’s all in the attitude!<br />
Yes! This is all about how you see the proverbial<br />
cup. How do you see it? Is it half full or half empty?<br />
I see, half full! Great! And what do you say if<br />
asked about an “endoplasmic reticulum”? Most<br />
would say “I don’t know!” What would the<br />
answer have to be if you truly had a “half full”<br />
attitude?<br />
You attitude to life and work, in combination<br />
with your convictions, values and capabilities,<br />
forms a kind of spiral. It helps you along or hinders<br />
you.<br />
In either case, it is self-perpetuating. Its impact resembles<br />
that of a self-fulfilling prophecy. The<br />
choice is yours!<br />
Finding meaning and using resources<br />
Times of crisis and burnOUT are often linked to<br />
questions about meaning. Everything appears<br />
as if caught in a treadmill and questions upon<br />
questions arise. What is truly important to me?<br />
What is meaningful to me? What concerns do I<br />
have? What is meaningful in my life?<br />
There are no standard answers to these questions<br />
and tips which begin with “you should” are<br />
of no use. Meaning is there to be found and sometimes<br />
this requires great effort.<br />
In this <strong>MiniMax</strong> you will be provided with ideas<br />
based on the philosophy of life. They’ll inspire<br />
you to discover new dimensions of meaning and<br />
return to uncovering your own answers.<br />
34
IMPLEMENTING TARGETS AND INTENTIONS 1 28.1<br />
One’s weaker self<br />
We all know what it’s like. We rarely act on good<br />
intentions. The reason: Our weaker self always<br />
seems to appear when we want to change something<br />
or begin a difficult task. A pet hate!<br />
In this <strong>MiniMax</strong> you will find out how your weaker<br />
self functions and what subtle tricks it has up its<br />
sleeve. You will become acquainted with its positive<br />
side and learn how to tame it with effective<br />
anti-weaker self strategies so that you it “walks<br />
calmly at your side”.<br />
Using new language and thought patterns, you<br />
will be a proactive implementer of your own intentions.<br />
You will achieve your goals with less effort<br />
and more success.<br />
IMPLEMENTING TARGETS AND INTENTIONS 2 28.2<br />
Self-management<br />
Mental techniques from the world of high performance sports<br />
Perfectionism, procrastination and “yes, but” excuses<br />
are examples of classic ways to sabotage<br />
your own goals – unintentionally for the most<br />
part. If you don’t want to keep throwing a spanner<br />
into your own works, analyse the underlying<br />
thought patterns and dogmas.<br />
This <strong>MiniMax</strong> provides you with room for reflection:<br />
You will recognize how certain self-sabotage<br />
patterns function and receive valuable inputs<br />
from sports psychology and high<br />
performance sports.<br />
You will use select mental techniques and take<br />
control. You will release energy and achieve<br />
your goals. Well done!<br />
35
“Whether you think you can,<br />
or you think you can't,<br />
you're right.”<br />
Personality<br />
Carlos-Enrique Pescador<br />
36
Minimax<br />
Personality<br />
Personality<br />
37
Minimax<br />
personality<br />
career<br />
29.1 SELF-PERCEPTION AND OTHERS’ PERCEPTIONS 1 30.1<br />
PERSONALITY AND VALUES 1<br />
Introduction to Insights Discovery<br />
Introduction to the Reiss profile<br />
Personality<br />
The easiest and best way to allow your full power<br />
to unfold is to do what suits your “type” well. But<br />
how do you know what “type” you are?<br />
The Insights Discovery system is based on the typological<br />
model of Swiss psychologist C.G. Jung.<br />
Like a map, it shows you where you are.<br />
You will gain a more in-depth understanding of<br />
your preferences and patterns and become<br />
better acquainted with yourself along with your<br />
strengths and weaknesses. You will know what<br />
gives you energy and what drains you of energy.<br />
You will be given varied approaches and specific<br />
information for your development.<br />
The Reiss profile is a process developed by Dr<br />
Steven Reiss which covers a person’s individual<br />
motives.<br />
It provides information on what guides you and/<br />
or is truly important to you professionally and personally<br />
and contributes to your personal satisfaction<br />
(self-awareness). On this basis, it shows you<br />
how you can develop your full performance<br />
strength and where your individual challenges<br />
lie (potential).<br />
In this <strong>MiniMax</strong> you will be given an overview of<br />
the 16 life motives contained in the Reiss profile.<br />
You will understand yourself better and know<br />
what gives you energy.<br />
29.2 SELF-PERCEPTION AND OTHERS’ PERCEPTIONS 2 30.2 PERSONALITY AND VALUES 2<br />
Introduction to MBTI ® Step I / Step II<br />
MBTI® is a stable basis for lifelong and personal<br />
development. It helps you to better understand<br />
your own individual differences and strengths<br />
and those of others.<br />
This <strong>MiniMax</strong> introduces you to the 4 dimensions<br />
of MBTI®. These result in individual preferences<br />
which vary from person to person:<br />
- How do I deal with the external/internal world?<br />
- Where do I get my energy from?<br />
- How do I perceive my environment?<br />
- What do I focus my attention on?<br />
- How do I decide?<br />
Interactive short exercises allow you to experience<br />
the impact of different preferences.<br />
Introduction to the “9 Levels of Value Systems”<br />
You may or may not be aware of it: But you too<br />
have your own value hierarchy. Although this<br />
psychological DNA is extremely important, people<br />
are frequently unaware of it. It is apparent in<br />
typical ways of thinking, dogmas and principles.<br />
The fascinating thing is this: If you know your personal<br />
value system, you will also know to what<br />
degree you suit the culture in your company and<br />
where there may be areas of tension.<br />
The model of the “9 Levels of Value Systems”<br />
measures the value systems of people, groups<br />
and organizations. This makes it possible to understand<br />
and discuss successes as well as conflicts.<br />
38
KNOWING TALENTS AND USING THEM PROPERLY 1 31.1<br />
Introduction to BIP<br />
PRESENTING YOURSELF PROFESSIONALLY 1 32.1<br />
Authentic through personality and style<br />
BIP (the Bochum inventory on the job-related<br />
personality description) is a psychological test<br />
procedure in the form of a questionnaire. It systematically<br />
covers six global job-relevant personality<br />
traits.<br />
This <strong>MiniMax</strong> provides you with a sound overview<br />
of the job-related personality description and introduces<br />
you to the BIP system.<br />
You will learn how you can apply BIP, e.g. for selecting<br />
staff, coaching, personal development<br />
or consulting in professional and career-related<br />
areas.<br />
KNOWING TALENTS AND USING THEM PROPERLY 2 31.2<br />
Introduction to potentials analyses<br />
An analysis of potentials uses a structured test procedure<br />
and the observations of others to determine<br />
the presence of specific characteristics and<br />
capabilities. A valid profile of strengths and weaknesses<br />
provides the candidate with a comparison<br />
of self-perception and the perceptions of others.<br />
In terms of further development, the results are<br />
discussed in detail within the scope of a personal<br />
feedback dialogue.<br />
This <strong>MiniMax</strong> provides practical explanations and an<br />
opportunity to reflect on the individual steps as well<br />
as the multilayered methods of the procedure. You<br />
will then know the critical aspects and whether the<br />
analysis of potentials is a suitable procedure for you.<br />
Professional success is not just a matter of expertise.<br />
The way you present yourself is just as critical:<br />
Polite manners, tact and style reinforce selfconfidence<br />
and generate acceptance.<br />
If you master the most important rules of conduct<br />
and a professional communication style,<br />
you will come across as authentic, confident<br />
and self-assured. You will be well received, able<br />
to convince others and succeed, professionally<br />
and personally.<br />
For small talk, customer contact or handling tricky<br />
situations: Presenting yourself professionally is something<br />
to be learned and reflected on. This Mini-<br />
Max will provide you with targeted support.<br />
PRESENTING YOURSELF PROFESSIONALLY 2 32.2<br />
Showing presence and increasing reach<br />
In order to have a good reputation and reach<br />
people, you need to know what “stages” you are<br />
performing on and how to use them effectively.<br />
What is the importance of your “role”, the “plot”<br />
and “the performance”? How do use your body<br />
language and voice, and how do you use your<br />
gestures and movements?<br />
In this <strong>MiniMax</strong> you will receive effective ideas<br />
from the world of theatre which are well worth<br />
knowing: You will use the visual power of the<br />
(premiere) performance and actively generate<br />
appeal and trust. With a stronger presence you<br />
will captivate your counterpart. You will become<br />
more visible and achieve more.<br />
Personality<br />
39
Minimax<br />
personality<br />
career<br />
33.1 SELF-MARKETING 1<br />
34.1<br />
YOUNG PROFESSIONALS: ORIENTATION 1<br />
Succeeding through self-marketing and profile<br />
Convincing applications<br />
Personality<br />
Self-marketing means knowing what you have to<br />
offer! The aim of this <strong>MiniMax</strong> is for you to be able<br />
to show this authentically and self-confidently.<br />
It’s not about pretending to be something you’re<br />
not, teaching you to be a “big mouth” or winning<br />
a constant competition.<br />
Good self-marketing is effective from the inside<br />
out: It’s all about knowing how you see yourself<br />
and how others see you, being aware of your own<br />
strengths and weaknesses and showing yourself in<br />
a positive light. You will develop a positive understanding<br />
of self-marketing and receive remarkable<br />
ideas.<br />
In addition to “what”, the “how” is particularly important<br />
to ensure the success of your application.<br />
It therefore pays off to give this particular attention.<br />
In this <strong>MiniMax</strong> you will be given an overview of<br />
the most important factors for a successful application.<br />
The topics “application documents”,<br />
“cover letter” and “interview” will be discussed<br />
in detail. The optional “assessment centre” topic<br />
is also available.<br />
At the end of this <strong>MiniMax</strong> you will know what it<br />
takes. You will gain self-assurance, confidence<br />
and composure. This way, you will make a lasting<br />
and positive impression. Your application will be<br />
convincing.<br />
33.2 SELF-MARKETING 2 34.2 YOUNG PROFESSIONALS: ORIENTATION 2<br />
More than manners, small talk and etiquette<br />
The “dance floor of diplomacy” may be slippery<br />
– similarly professional life has some critical situations<br />
in store for you. To make sure you don’t slip<br />
or put your foot in it, it’s beneficial to take the<br />
most important rules of professional life to heart.<br />
In this <strong>MiniMax</strong> you will reflect on the significance<br />
of first impressions, small talk and body language<br />
as well as dress codes and contemporary forms<br />
of behaviour and communication. You will discuss<br />
all of the issues – including the sensitive<br />
ones. You will gain self-confidence, certainty<br />
and composure. You will generate acceptance<br />
and leave behind a positive impression, convincing<br />
other with your appearance.<br />
Expert or executive?<br />
Are you also wondering what the next step in<br />
your professional development might be? Is your<br />
future career going to focus on your professional<br />
expertise or are you tempted to assume executive<br />
responsibility?<br />
For a feasible professional career, and therefore<br />
one which is successful in the long term, everything<br />
hinges on whether the course you set out<br />
on suits you.<br />
This <strong>MiniMax</strong> gives you ideas for personal deliberation<br />
and increases your awareness of the various<br />
requirements so that you will make the right<br />
decision.<br />
40
THE BEST YEARS 1 35.1<br />
40 plus: Career, life balance and (re-) evaluations<br />
Turning 40 years “old” is a significant milestone for<br />
many. Often the career has plateaued and questions<br />
arise such as: “Was that it?”, “Where do I go<br />
from here?” or “What career perspectives are still<br />
open?”<br />
This <strong>MiniMax</strong> revolves around insights from psychology<br />
and career research as well as the question<br />
of how you can arrive at an individually suitable<br />
and helpful (re-)eVALUation.<br />
You will evaluate the importance of the professional<br />
part of your life and strike a new balance. A<br />
good basis for your further success and sustainable<br />
work and life satisfaction.<br />
THE BEST YEARS 3 35.3<br />
60 plus: Endings and beginnings<br />
If you’d like to shape the years you have ahead<br />
meaningfully and with satisfaction, it is best to<br />
actively prepare yourself for “retirement”.<br />
This <strong>MiniMax</strong> presents research findings on the<br />
subject of “remaining young despite aging”. You<br />
will find out which aspects of life after 60 are especially<br />
significant. You will receive stimulating<br />
ideas on the subjects of “social inclusion”, “spiritual/emotional<br />
activity”, “nutrition”, “exercise”<br />
and “sleep”.<br />
Take control and discover new perspectives and<br />
fulfilling tasks. You will master the upcoming transitions.<br />
You will find a lot to discover.<br />
THE BEST YEARS 2 35.2<br />
50 plus: Health, satisfaction and maintaining performance<br />
This <strong>MiniMax</strong> provides you with new insights from<br />
psychology, career research and the art of living.<br />
You will reflect on the stages of career and life<br />
along with the typical challenges, responsibilities<br />
and roles that go along with each stage. You will<br />
be provided with inspirations for work and life satisfaction<br />
and develop ideas on maintaining<br />
performance and health in the long term.<br />
New and surprising evaluations will become possible,<br />
opportunities in terms of thoughts and actions<br />
will present themselves. A good basis for<br />
personally planning the upcoming (professional)<br />
years.<br />
Personality<br />
41
“All of our disputes are the result of<br />
one wanting to impose his will on another.”<br />
Mahatma Ghandi<br />
Team<br />
42
Minimax<br />
TEAM development<br />
Team<br />
43
Minimax<br />
team and<br />
team development<br />
36.1 TEAM COLLABORATION: BASICS 1<br />
37.1<br />
TEAM DEVELOPMENT: BASICS 1<br />
Achieving team success with team dynamics<br />
Kicks for team development<br />
Nothing works without teams anymore! But working<br />
in and with teams is complex. Unconscious,<br />
group dynamic processes often jeopardize logical<br />
facts and therefore the achievement of objectives.<br />
With the help of an experience-oriented<br />
learning project, this <strong>MiniMax</strong> will increase your<br />
sensitivity for the psychodynamics in teams:<br />
What are the different team phases? What is the<br />
importance of roles? How is power distributed?<br />
What happens explicitly and implicitly?<br />
Organizations are successful if teams achieve<br />
good results. However, the challenge frequently<br />
consists in providing results in a short space of<br />
time. This is exactly where a “kick” is required, i.e.<br />
the targeted team development “kick”. If ideally<br />
applied, it works as a catalyst and speeds up the<br />
process.<br />
Tailored to suit the situation in your team, this Mini-<br />
Max will teach you about the different options of<br />
a “kick”: What to do when a team leader or parts<br />
of the team are new? What happens when teams<br />
are joined or conflicts occur? What to do if there<br />
are different locations, values or cultures?<br />
Find the “kick” for your team!<br />
You will perceive more consciously and understand<br />
the psycho-logic of teams. You can shape<br />
the manifold occurrences within teams more effectively<br />
and exert a more targeted positive influence.<br />
Success in the team will follow.<br />
36.2 TEAM COLLABORATION: BASICS 2 37.2 TEAM DEVELOPMENT: BASICS 2<br />
Team<br />
Expertise for today’s team challenges<br />
Working in and with teams is changing. The way<br />
teams work together is becoming increasingly interdisciplinary,<br />
international and virtual – practically<br />
a matter of course for the “New Work Design”.<br />
But this doesn’t necessarily make things<br />
any easier. Collaborative work is in greater demand<br />
than ever before; especially in the case of<br />
knowledge workers.<br />
In this <strong>MiniMax</strong> you will learn which challenges<br />
and conflict potentials are inherent in which<br />
team compositions. You will become acquainted<br />
with various roles and ways of working in a<br />
team and how to use these flexibly.<br />
You will professionally master today’s team challenges.<br />
Understanding and preventing bullying<br />
Conflicts are like tomatoes: They start off green<br />
and then turn red. The phenomenon of bullying<br />
is a classic example: Harmless conflicts can escalate,<br />
an atmosphere of mistrust and mutual<br />
disrespect is created. And then it is often too<br />
late. Well-intentioned interventions and team<br />
developments are to no avail.<br />
In this <strong>MiniMax</strong> you will find out exactly what bullying<br />
is. You will learn how to recognize bullying<br />
processes and take preventive action.<br />
You will know how you can effectively put an<br />
end to bullying and protect victims. You will find<br />
appropriate opportunities for team development<br />
and get back on track for success.<br />
44
DIVERSITY: DEALING WITH A MIX 1 38.1<br />
Weaknesses of strengths & strengths of weaknesses<br />
People are all different! This may sound trivial –<br />
but in fact it isn’t! All too often differences that<br />
exist within a team are accompanied by prejudices<br />
and premature criticism.<br />
The Insights Discovery model or the Full Circle<br />
can provide you with useful orientation: You will<br />
understand how styles of work, leadership and<br />
communication may differ. This makes it possible<br />
to name the differences and discuss them with<br />
great ease.<br />
You will learn why differences within the team are<br />
useful and meaningful. A positive attitude will be<br />
created in the team. This gets rid of stress. Teamwork<br />
will becomes easier and more successful.<br />
DIVERSITY: DEALING WITH A MIX 2 38.2<br />
INTERCULTURAL EXPERTISE 1 39.1<br />
Collaborating with other cultures<br />
You work with people from different cultural<br />
backgrounds and are familiar with the frustrations<br />
of “not being understood” or “not being<br />
able to understand”. At the same time you’ve<br />
experienced how enriching new views from<br />
other cultures can be.<br />
The astonishing experiments of this <strong>MiniMax</strong> help<br />
you improve your intercultural expertise and ability<br />
to take action.<br />
You will reflect on the effects your own culture<br />
has on you and on intercultural experience. Simulations<br />
provide you with a framework for orientation<br />
and reflection for the challenges involved<br />
in collaborating with other cultures.<br />
INTERCULTURAL EXPERTISE 2 39.2<br />
Type-appropriate communication in the team<br />
We all enjoy getting the “red-carpet treatment”.<br />
The “red carpet” of communication means adapting<br />
specifically to the various preferences of<br />
your counterpart. It shows your appreciation,<br />
and is well-received and convincing.<br />
The Insights Discovery model provides you with a<br />
structured “map”: You will hone your perception<br />
skills and recognize the preferences and needs<br />
of others quickly and precisely. You will avoid<br />
classic faux-pas and communicate in a typespecific<br />
manner.<br />
The carpet is rolled out. Understanding within the<br />
team becomes easier and more successful. For<br />
everyone.<br />
More success with “cultural awareness”<br />
“Cultural awareness” means consciously and<br />
sensitively perceiving cultural differences. It includes<br />
far more than “just” the right behaviour. It<br />
is also a matter of awareness: How does another<br />
person’s cultural background affect me? What<br />
triggers this kind of communication/behaviour in<br />
me? Which cultural backgrounds play a role,<br />
e.g. in the case of different ways of managing<br />
time and projects, for presentations and meetings<br />
or in sales? Which values and mindsets form<br />
the foundation?<br />
And sometimes the really small utterances like<br />
“yes”, “no problem” and “interesting” are the<br />
ones that lead to misunderstandings or confusion.<br />
Team<br />
45
Minimax<br />
team and<br />
team development<br />
40.1 CONFLICT MANAGEMENT 1<br />
41.1<br />
SETTING LIMITS 1<br />
Successfully overcoming conflicts together<br />
Saying “no” constructively<br />
Conflict situations are normal and are a part of<br />
the daily work routine. However, many consider<br />
them to be a danger and avoid them. In doing<br />
so they miss out on the potential to be gained<br />
from a productive debate and numerous chances<br />
for positive development.<br />
When conflicts are not resolved, each side digs<br />
in its heels and the opportunities for positive action<br />
dwindle increasingly. Escalation is the result.<br />
This <strong>MiniMax</strong> shows you how to distinguish types of<br />
conflict and recognize conflict signals at an early<br />
stage. You will become acquainted with solution<br />
strategies and constructive interventions. You will<br />
handle conflicts with confidence and composure.<br />
.<br />
40.2 CONFLICT MANAGEMENT 2 41.2 SETTING LIMITS 2<br />
“Those who are open to everything can’t be quite<br />
sane!” This quote reflects a familiar challenge:<br />
It’s a matter of striking a balance between being<br />
open and setting limits, between closeness and<br />
distance. This process is dynamic and it involves<br />
crossing lines or not respecting limits. That is precisely<br />
why it is important to have your own clear<br />
limits and respect the limits of others. But why is a<br />
clear “no” so difficult? And which constructive<br />
formulations help signalize limits in a way that is<br />
bearable? In this <strong>MiniMax</strong> you will become acquainted<br />
with appropriate customer and solution-oriented<br />
variations. You will say “no” constructively.<br />
Team<br />
Resolving conflicts with the Harvard principle<br />
Before conflicts even arise perceptions play a<br />
key role: We always perceive selectively and see<br />
only parts of the whole. But we base final conclusions<br />
on this. Prematurely. And this is precisely<br />
where our attitudes and mindsets play a critical<br />
role.<br />
In this <strong>MiniMax</strong> you will find out all about the role<br />
of perceptions and premature conclusions.<br />
Using the Harvard concept you will learn how to<br />
consider four conditions which will help you keep<br />
your cool even in heated debates and develop<br />
solutions.<br />
The healthy way to deal with slights<br />
When we feel unappreciated, excluded or rejected,<br />
we respond in our own individual way, e.g.<br />
with anger, sadness or anxiety. Our reflex may<br />
also be defiance, distance or “cutting ties”. In<br />
professional life, in addition to personal slights, we<br />
are confronted with structural ones. These may<br />
take the form of rigorous changes, unclear communication<br />
structures or strange tasks. Sometimes<br />
they continue to have an effect for quite some<br />
time afterwards.<br />
In this <strong>MiniMax</strong> you will track down your stable zones.<br />
You will become acquainted with the drama<br />
triangle as well as sources of protection to prevent<br />
you from prematurely processing situations<br />
as slights. A strong tool.<br />
46
Feedback - feedforward 1 42.1<br />
The art and power of feedback<br />
Feedback means comparing how you see yourself<br />
with how others see you. And because it accelerates<br />
development and change, feedback<br />
is a powerful instrument.<br />
If you know how you affect others, you can put<br />
your strengths to gainful use and actively work<br />
on your weaknesses, and take even more effective<br />
action. However, in the daily business routine,<br />
there is often a lack of critical feedback on<br />
your own impact.<br />
What’s the best way to get feedback and how<br />
do I give helpful feedback? What do I need to<br />
consider when doing so? What if I don’t like the<br />
feedback I receive?<br />
Feedback - feedforward 2 42.2<br />
Practical feedback exercises<br />
We are ourselves are unfathomable. We keep on<br />
changing and there’s always something new to<br />
discover.<br />
This <strong>MiniMax</strong> is like a research lab. Experiment<br />
away if you like! You will be equipped with numerous<br />
intuitive feedback methods. Make use of<br />
them if you like. Whether you are receiving or giving<br />
feedback, both require practice.<br />
A structured framework ensures that feedback is<br />
constructive. You determine which methods<br />
you’d like to try out on whom, how often and<br />
when. A multilayered image of you as a person<br />
will result. Fascinating!<br />
Team<br />
47
“It's not a matter of running<br />
through the wall head first,<br />
but rather finding the door with your eyes.”<br />
Werner von Siemens<br />
Work techniques<br />
48
Minimax<br />
work techniques<br />
Work techniques<br />
49
Minimax<br />
work techniques<br />
43.1 MEETINGS AND MODERATION 1<br />
44.1<br />
VISUALIZING 1<br />
Achieving results with the IDEAL³ principle<br />
Want to achieve your goal through your meetings?<br />
Want to motivate and engage colleagues<br />
and get them on board? And you want implementation<br />
which is reliable and on schedule?<br />
This <strong>MiniMax</strong> reveals the secret: The IDEAL³ principle<br />
provides you with clear structures and rules<br />
and distinguishes between various types of meetings.<br />
In future you will create an agenda that is worthy<br />
of its name. You will differentiate constructive roles<br />
and establish a meta-level.<br />
Your meetings will suit the requirements. They’ll<br />
be more efficient, more effective and livelier.<br />
Effective, goal-oriented and to the point<br />
Visualization is more than just “make-up”. Visualization<br />
is the translation of figures, content and<br />
processes into the graphical or visual. It effectively<br />
communicates knowledge, information<br />
and problem constellations independent of culture<br />
and area of expertise.<br />
Since images enter the mind of your counterpart<br />
directly, they are powerful and draw attention to<br />
what’s important. You will maintain an overview,<br />
have a central theme and ensure structure.<br />
You will learn the basics of visualization and familiarize<br />
yourself with traditional media and visualization<br />
techniques.<br />
43.2 MEETINGS AND MODERATION 2 44.2 VISUALIZING 2<br />
Work techniques<br />
Moderation tasks and techniques<br />
Successful moderation means getting everyone<br />
“on board” and achieving a goal together. Optimum<br />
moderation leads to greater identification<br />
with the results.<br />
In this <strong>MiniMax</strong> you will develop the role and responsibilities<br />
of a moderator. You will be given an<br />
overview of application opportunities of various<br />
media and train the most important moderation<br />
techniques in short sequences.<br />
Surprising intervention options ensure you are<br />
equipped – even in the case of challenging situations.<br />
Getting you in shape for your next moderation.<br />
Mind mapping<br />
Mind mapping is the Swiss army knife of work<br />
techniques. Whether you want to prepare, plan<br />
or implement; whether you want to master projects,<br />
presentations or meetings; or whether you<br />
want to analyse, structure or unravel complex interdependencies:<br />
Mind mapping is applicable<br />
in almost any situation and helps you visualize<br />
content simply and comprehensibly.<br />
In this <strong>MiniMax</strong> you will be given an introduction<br />
to mind mapping and become acquainted with<br />
the methods. With the help of practical exercises,<br />
you will apply the techniques and witness<br />
immediate success. Moreover, you will increase<br />
your creativity and ability to problem-solve. Your<br />
brain and your counterpart will thank you!<br />
50
CREATIVITY AND INNOVATION 1 45.1<br />
Creativity techniques for more innovation<br />
Innovative and creative ideas are in demand<br />
now more than ever before. Break with old, overused<br />
thinking patterns and solve problems using<br />
new approaches. Activate your potential for<br />
creativity using targeted, creative methods to<br />
arrive at solutions.<br />
In this <strong>MiniMax</strong> you will reflect on the knowledge<br />
of how innovative and creative processes are<br />
carried out. You will experiment hands-on with<br />
various application options and become acquainted<br />
with selected creativity techniques.<br />
Make contact with your personal creativity catalysts<br />
and increase your capacity for innovation.<br />
And to top it off, it’s fun.<br />
CREATIVITY AND INNOVATION 2 45.2<br />
WORK MADE BRAIN-FRIENDLY 1 46.1<br />
Mnemonic mental factors<br />
The speakers of Antiquity already made use of<br />
mnemonic mental factors: Imagination, visualization,<br />
logic, emotion, localization and association.<br />
The more unusually and boldly you link your content<br />
to these factors, the more it will be noticed<br />
and valued. Then it will stick.<br />
This <strong>MiniMax</strong> shows you how you memorise lists,<br />
names or figures for longer and with greater<br />
ease. Your own capacity for memory will astonish<br />
you: Using the right technique has an immediate<br />
effect.<br />
You will be impressed. You will be able to present<br />
without notes. You will have immediate and ongoing<br />
access to important details and information.<br />
WORK MADE BRAIN-FRIENDLY 2 46.2<br />
New perspectives through humour-based techniques<br />
Humour stands for a cheerful, relaxed world view.<br />
Humour removes tensions and is an ideal buffer<br />
against stress. It lets you laugh at yourself and at<br />
problems. It reduces anxiety about making mistakes<br />
and teaches a different way of handling<br />
weaknesses.<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
humour techniques, leave off with usual ways of<br />
thinking and adopt surprising perspectives. It’s fun,<br />
it motivates and it promotes creative thinking.<br />
Experience the positive effects on leadership,<br />
presentations and sales. You will be adroit and<br />
convince others more easily. Humour allows you<br />
to create a more human corporate culture.<br />
Understanding the brain: It’s all a matter of neurology<br />
You will remember more about the content of a<br />
text if you give it a quick read-though twice in 10<br />
minutes than if you read it once slowly in the<br />
same amount of time.<br />
The brain is to “blame”. All information is stored in<br />
a so-called knowledge network. The more a person<br />
knows about a specific subject he/she has<br />
heard or read about, the higher the level of<br />
compression. Thus, there is a separate knowledge<br />
network for each area. But what happens<br />
if the knowledge network is not used?<br />
You will find out all about it and more in this Mini-<br />
Max. Your brain will be grateful, in the long term!<br />
Work techniques<br />
51
Minimax<br />
work techniques<br />
47.1 LEARNING AND READING SKILLS 1<br />
48.1<br />
THE POWER OF IMAGES 1<br />
Speed-reading<br />
Convincing with analogies and metaphors<br />
How much time do you spend every day reading<br />
emails, minutes, run-downs, websites, journals,<br />
newspapers, books, …? And do you pay attention<br />
to what your brain likes and doesn’t like?<br />
In this <strong>MiniMax</strong> you will become acquainted with<br />
strategies and methods for brain-friendly reading<br />
management. You will try out the most important<br />
speed-reading techniques which have proven to<br />
be most effective in actual practice. Time-savings<br />
of more than 30% are easily possible.<br />
You will noticeably improve your effort/benefit<br />
ratio when you read, and save time. You will be<br />
able to get back to focusing more on your actual<br />
goals and core responsibilities.<br />
1. Images are emotionally entrenched and affect<br />
the subconscious.<br />
2. Images translate the abstract and complex.<br />
This renders the content comprehensible and<br />
makes discussion possible.<br />
3. Images help us remember opinions and circumstances.<br />
Three strong arguments in order to use and learn<br />
a language of images.<br />
This <strong>MiniMax</strong> shows you how you can translate<br />
complex circumstances into readily understood<br />
analogies and metaphors. You will learn which<br />
sources are available to find images.<br />
47.2 LEARNING AND READING SKILLS 2 48.2 THE POWER OF IMAGES 2<br />
Work techniques<br />
Learning techniques<br />
Business-related tasks are becoming ever more<br />
extensive and challenging. We have to assimilate<br />
more and more information and acquire professional<br />
and specialist knowledge in ever shorter<br />
periods of time.<br />
What learning type am I? What motivates me to<br />
learn? How does sustainable learning work?<br />
Which visualization and repetition techniques are<br />
useful? How can I memorize things better? How<br />
can I support the transfer? With the help of learning<br />
experiments that are to the point and new,<br />
and proven insights from research on learning,<br />
this <strong>MiniMax</strong> provides you with answers to all these<br />
questions. Learning will become easier and<br />
more lucrative!<br />
Storytelling/Storylining – Stories are convincing<br />
Stories are told everywhere – in business as well as<br />
in personal life. For thousands of years, knowledge,<br />
values and meaning have been passed on by<br />
means of fairy tales, myths and dreams.<br />
It comes as no surprise that storytelling in dialogues<br />
or presentations is a powerful and impressive<br />
tool; without a doubt: the icing on the cake.<br />
In this <strong>MiniMax</strong> you will find out what stories bring<br />
about and what the relevant patterns are for suitable<br />
stories. How can you create suspense?<br />
Which story do you use for which subject matter?<br />
How and where can you find appropriate stories?<br />
52
DECISION-MAKING 1 49.1<br />
How to make decisions with competence and confidence<br />
Decision-making means finding a path even when<br />
the available data is unclear or there are discrepancies.<br />
What actually helps or hinders decisionmaking?<br />
Why is it so difficult to make decisions<br />
from time to time? What can help us to do so?<br />
Rationality as well as emotionality and intuition are<br />
important functions in the decision-making process.<br />
In this <strong>MiniMax</strong> you will become acquainted<br />
with approaches and tips for making decisions.<br />
You will receive methods, techniques and checklists<br />
for making sound decisions, even in difficult situations.<br />
You will gain new ideas and your actions<br />
will be marked by more confidence, and the decision-making<br />
process will become easier for you<br />
and your colleagues.<br />
DECISION-MAKING 2 49.2<br />
Understanding intuition and putting it to proper use<br />
Real expertise is based on intuition. It goes beyond<br />
mere rational thinking. Intuition is the key to deeper<br />
wisdom. You can benefit from it in all areas of life.<br />
In this <strong>MiniMax</strong> you will find out more about intuition.<br />
You will learn what intuition is and what it isn’t.<br />
You will learn where and how intuitive knowledge<br />
appears and how to find the source of intuition.<br />
Your intuition is there for you, be it for talks, executive<br />
responsibilities or strategic decisions. If you<br />
are in synch with your intuition, you will have greater<br />
clarity, ease and freedom in your daily routine<br />
and profession. With the help of a curious<br />
mind, you will become acquainted with life from<br />
a different perspective.<br />
Work techniques<br />
53
10 SAMPLE PACKS<br />
Let yourself be inspired by these 10 sample packs:<br />
Choose individual <strong>MiniMax</strong> and systematically<br />
build your own unique, customized development<br />
pack. It will enable you to reach your target<br />
groups. Success guaranteed!<br />
54
SAMPLE PACK 1 "COMMUNICATION PROS"<br />
for support, service and IT<br />
COMMUNICATION<br />
BASICS 1<br />
Communicating<br />
professionally 1<br />
Arguing<br />
and convincing 1<br />
NEGOTIATING 1<br />
Understanding<br />
and making<br />
communication<br />
transparent<br />
Power talk:<br />
The power<br />
of language<br />
The Six Sigma<br />
principle of<br />
argumentation<br />
Negotiating<br />
successfully<br />
and on target<br />
COMMUNICATION<br />
BASICS 2<br />
Communicating<br />
professionally 2<br />
Arguing<br />
and convincing 2<br />
NEGOTIATING 2<br />
Communication<br />
with difficult<br />
counterparts<br />
Customer<br />
orientation,<br />
even when<br />
things get difficult<br />
Overcoming<br />
resistance with<br />
adroitness<br />
Negotiating<br />
on the edge<br />
SAMPLE PACK 2 “CONVINCING AND SELLING”<br />
for consulting and sales<br />
Communicating<br />
professionally 1<br />
Arguing<br />
and convincing 1<br />
NEGOTIATING 1<br />
Präsentieren presenting 11<br />
selling 1<br />
Power talk:<br />
The power<br />
of language<br />
The Six Sigma<br />
principle of<br />
argumentation<br />
Negotiating<br />
successfully<br />
and on target<br />
The<br />
pyramid principle<br />
The stages of<br />
a sales talk<br />
Communicating<br />
professionally 2<br />
Arguing<br />
and convincing 2<br />
NEGOTIATING 2<br />
presenting 2<br />
selling 2<br />
Customer<br />
orientation,<br />
even when<br />
things get difficult<br />
Overcoming<br />
resistance with<br />
adroitness<br />
Negotiating<br />
on the edge<br />
Suspense with<br />
Hitchcock<br />
Being convincing<br />
even in case of<br />
questions and<br />
objections<br />
55
SAMPLE PACK 3 “INTRODUCTION TO LEADERSHIP”<br />
for new/junior executives<br />
Leadership<br />
basics 1<br />
new in<br />
leadership 1<br />
Motivating<br />
leadership 1<br />
Leadership<br />
through Dialogue 1<br />
Leadership<br />
in the<br />
sandwich position<br />
The first<br />
100 days as<br />
an executive<br />
How motivation<br />
works<br />
Leadership<br />
communication<br />
Leadership<br />
basics 2<br />
new in<br />
leadership 2<br />
Motivating<br />
leadership 2<br />
Leadership<br />
through Dialogue 2<br />
Systemic<br />
expertise<br />
for executives<br />
Evolving<br />
from colleague<br />
to executive<br />
Defining targets<br />
and giving<br />
feedback<br />
Psychology<br />
for executives<br />
SAMPLE PACK 4 “STRENGTHENING LEADERSHIP”<br />
for executives<br />
Leadership<br />
basics 1<br />
Motivating<br />
leadership 1<br />
Leadership<br />
through Dialogue 1<br />
healthy<br />
Präsentieren 1<br />
leadership 1<br />
Change<br />
Expertise 1<br />
Leadership<br />
in the<br />
sandwich position<br />
How motivation<br />
works<br />
Leadership<br />
communication<br />
Healthy leadership<br />
of yourself<br />
and others<br />
Stages and<br />
impact of<br />
change processes<br />
Leadership<br />
basics 2<br />
Motivating<br />
leadership 2<br />
Leadership<br />
through Dialogue 2<br />
healthy<br />
leadership 2<br />
Change<br />
Expertise 2<br />
Systemic<br />
expertise<br />
for executives<br />
Defining targets<br />
and giving<br />
feedback<br />
Psychology<br />
for executives<br />
Leading at<br />
eye level<br />
Dealing with<br />
resistance<br />
56
SAMPLE PACK 5 “TALENTS”<br />
for talents, high potentials and junior employees<br />
self-perception<br />
and others' Perceptions 1<br />
Presenting yourself<br />
professionally 1<br />
Communicating<br />
professionally 1<br />
Understanding<br />
Präsentieren 1<br />
complexity 1<br />
Time management 1<br />
Introduction to<br />
Insights Discovery<br />
Authentic through<br />
personality<br />
and style<br />
Power talk:<br />
The power<br />
of language<br />
Basics of<br />
systemic<br />
thoughts and<br />
actions<br />
From time<br />
management<br />
to time expertise<br />
Young professionals<br />
Orientation 2<br />
Presenting yourself<br />
professionally 2<br />
Communicating<br />
professionally 2<br />
Company<br />
development 1<br />
Stress management 1<br />
Expert or<br />
executive?<br />
Showing presence<br />
and increasing<br />
reach<br />
Customer<br />
orientation,<br />
even when<br />
things get difficult<br />
The “9 Levels of<br />
Value Systems”<br />
Systematically<br />
reducing stress<br />
SAMPLE PACK 6 “PROJECT MANAGEMENT”<br />
for project managers, lateral executives<br />
Leadership<br />
paradox 1<br />
Motivating<br />
leadership 1<br />
Leadership<br />
through Dialogue 1<br />
Change<br />
Präsentieren 1<br />
Expertise 1<br />
Lateral leadership<br />
Leading<br />
without directive<br />
authority<br />
How motivation<br />
works<br />
in projects<br />
Communication<br />
in the project<br />
Stages and<br />
impact of<br />
change processes<br />
Leadership<br />
basics 2<br />
Motivating<br />
leadership 2<br />
Leadership<br />
through Dialogue 2<br />
Change<br />
Expertise 2<br />
Systemic<br />
expertise for<br />
project managers<br />
Defining targets<br />
and giving<br />
feedback<br />
Psychology for<br />
project managers<br />
Dealing with<br />
resistance<br />
57
SAMPLE PACK 7 “CHANGE”<br />
for change managers, change agents and executives<br />
Change<br />
Expertise 1<br />
Understanding<br />
complexity 1<br />
Change And<br />
Leadership 1<br />
Change<br />
Architecture 1<br />
Stages and<br />
impact of<br />
change processes<br />
Basics of<br />
systemic<br />
thoughts and<br />
actions<br />
Leading in<br />
rough terrain<br />
Elements<br />
of successful<br />
change<br />
architecture<br />
Change<br />
Expertise 2<br />
Company<br />
development 1<br />
change And<br />
CommuniCation 1<br />
Formats<br />
for Change 1<br />
Dealing with<br />
resistance<br />
The “9 Levels of<br />
Value Systems”<br />
Change<br />
communication<br />
for executives<br />
Knowing<br />
and using<br />
large-scale<br />
events<br />
SAMPLE PACK 8 “SELF-MANAGEMENT AND HEALTH”<br />
for improved time/stress/self-management<br />
Time management 1<br />
Stress management 1<br />
Work life<br />
Balance 1<br />
Emotional<br />
Präsentieren 1<br />
Intelligence 1<br />
Resilience 1<br />
From time<br />
management<br />
to time expertise<br />
Systematically<br />
reducing stress<br />
The<br />
Think-balanced<br />
principle<br />
The concept<br />
of emotional<br />
intelligence<br />
Withstanding<br />
pressure<br />
Strengthening<br />
resilience<br />
Time management 2<br />
Stress management 2<br />
Work life<br />
Balance 2<br />
the best<br />
years 1-3<br />
implementing targets<br />
and intentions 1<br />
Using the<br />
VICKTORY<br />
principle<br />
to succeed<br />
The strengths<br />
of the mind:<br />
Managing stress<br />
mentally<br />
Happiness,<br />
quality of life<br />
and flow<br />
40 plus<br />
50 plus<br />
60 plus<br />
One's<br />
weaker self<br />
58
SAMPLE PACK 9 “NEW STAFF”<br />
for introductory programmes for new staff<br />
COMMUNICATION<br />
BASICS 1<br />
Time management 1<br />
understanding<br />
companies<br />
Communicating<br />
Präsentieren 1<br />
professionally 1<br />
Understanding<br />
and making<br />
communication<br />
transparent<br />
From time<br />
management<br />
to time expertise<br />
Basics of<br />
systemic<br />
thoughts and<br />
actions<br />
Power talk:<br />
The power<br />
of language<br />
COMMUNICATION<br />
BASICS 2<br />
Time management 2<br />
our<br />
corporate culture<br />
Communicating<br />
professionally 2<br />
Communication<br />
with difficult<br />
counterparts<br />
Using the<br />
VICKTORY<br />
principle<br />
to succeed<br />
The “9 Levels of<br />
Value Systems”<br />
Customer<br />
orientation,<br />
even when<br />
things get difficult<br />
SAMPLE PACK 10 “STRENGTHENING TEAMS”<br />
for new and existing teams with special challenges<br />
Diversity:<br />
dealing with a mix 1<br />
COMMUNICATION<br />
BASICS 1<br />
COnflict management 1<br />
Understanding<br />
Präsentieren 1<br />
complexity 1<br />
Weaknesses<br />
of strengths &<br />
strengths of<br />
weaknesses<br />
Understanding<br />
and making<br />
communication<br />
transparent<br />
Successfully<br />
overcoming<br />
conflicts together<br />
Basics of<br />
systemic<br />
thoughts and<br />
actions<br />
Team collaboration:<br />
Basics 1<br />
COMMUNICATION<br />
BASICS 2<br />
Meetings and<br />
Moderation 1<br />
Company<br />
development 1<br />
Achieving<br />
team success<br />
with<br />
team dynamics<br />
Communication<br />
with difficult<br />
counterparts<br />
Achieving<br />
results with the<br />
IDEAL³ principle<br />
The “9 Levels of<br />
Value Systems”<br />
59
Clients’ voices<br />
“Short workshops by the name of “Learning Espresso”<br />
have been taking place at Merck for 3<br />
years. The participants come away with a lot of<br />
information, suggestions and ideas on various<br />
communication topics within a short time. The<br />
<strong>M2M</strong> consultants do much credit to the name<br />
‘Learning Espresso’: Short, strong, effective!”<br />
Maria Krauskopf, HR COE Talent & Development,<br />
Learning Germany, Merck KGaA<br />
“As an executive as well as the coach of my<br />
team, I was curious as to whether and how I can<br />
position myself with the new methods and processes<br />
with regard to the continuous change in<br />
the company. The seminar equipped me with<br />
many methods. The trainer gave us the room to<br />
manoeuvre which is required for a creative seminar<br />
– in the truest sense of the word. Thanks!”<br />
Franziska Methling, Team Leader HR, Coca-Cola<br />
Erfrischungsgetränke GmbH<br />
“Be it smarties, team development, executive<br />
seminars or coaching: <strong>M2M</strong> is uncomplicated,<br />
flexible and fast! Our participants always give<br />
top feedback and benefit from the content,<br />
which is reality-oriented and vividly conveyed.<br />
For my own part, I was enthusiastic because the<br />
content-based expertise is embedded in an authentic<br />
and holistic philosophy – it’s compelling!<br />
This has convinced me over the past few years<br />
of our collaboration.”<br />
Ralf Kronig, Senior HR Consultant, SAP SE<br />
“Together with <strong>M2M</strong> we developed our executive<br />
training programme, which now constitutes<br />
a critical and, more importantly, sustainable<br />
component in the implementation of our values.<br />
The collaboration with the <strong>M2M</strong> team delivers<br />
the desired success and is an offer for our<br />
executives which they are extremely fond of<br />
and happily take part in. ‘I benefitted a lot from<br />
the programme, I approach staff appraisals in a<br />
different way and view my leadership role more<br />
clearly,’ one of the participants told me.”<br />
Jürgen Trefzer, CEO, A. Raymond GmbH & Co. KG<br />
“I especially liked the insights into systemic<br />
thinking. The combination of reflection, group<br />
work and presentation resulted in a very<br />
interactive exchange and an open, pleasant<br />
learning atmosphere. The requirements of the<br />
participants were tracked and clearly fulfilled.<br />
Heartfelt thanks for this great seminar!”<br />
Karin Randall, Deutsche Lufthansa AG<br />
“The expertise and social competency of the<br />
<strong>M2M</strong> consultants and trainers convinced us.<br />
Continuous positive feedback from our staff reinforce<br />
our decision to collaborate with <strong>M2M</strong><br />
Consulting. It was always friendly and binding.<br />
Thank you very much!”<br />
Jennifer Maul, Personnel Development and<br />
Organizational Development, Thomas Cook AG<br />
60<br />
WE ARE MEMBERS OF
Our clients<br />
<br />
<br />
61
Personality meets<br />
expertise<br />
Ulrich Mahr<br />
Managing partner
<strong>M2M</strong> Senior Consultants<br />
Dieter Barth<br />
Dr. Marion Benson<br />
Bernhard Broekman<br />
Barbara Lehmann<br />
Michael Martinek<br />
Jessica H. Nibbrig<br />
Christin Nierlich<br />
Dr. Nina Paulic<br />
Kirstin Röper-Gurzawski<br />
Andreas T. Schaffron<br />
Ulrike Schmalzridt<br />
Ulrike Stahl<br />
Julia Streuber<br />
Hildegard Strothjohann<br />
Sabine Voltz<br />
Katrin Wagner
<strong>M2M</strong> CONSULTING<br />
Taunusstraße 7<br />
D - 76275 Ettlingen<br />
tel +49 7243 766 77 - 0<br />
fax +49 7243 766 77 - 19<br />
info @m2m-consulting.de<br />
www.m2m-consulting.de