Services

As individual as your business. It starts with a conversation about what matters to you: your strategy, culture, leadership philosophy, and the challenges your business is facing, including AI. From there, I put together a proposal that fits your objectives and your budget. Impact measurement and the use of Leader’s Sidekicks® are part of the design from day one. Nothing off the shelf.

For executive boards and senior management teams in the upper mid-market, tailored in-house programs are the most powerful lever. Three reasons:

• Top executives have little time. Content must match your specific challenges exactly. Topics need to land.
• Significant value comes from exchange among your own leaders. Shared challenges, shared levers for change, a shared understanding of how to develop the organization.
• In-house programs integrate seamlessly with your HR systems. And amplify them.

Individual open seminars can be useful. For senior leadership teams, however, tailored in-house programs create far greater organizational leverage. That is why I offer leadership training exclusively as tailored in-house programs - alongside keynotes and impulse talks, which I also deliver in public formats.

An effective leadership training is designed from the business outward. Content, cases, and practice projects are tied to the company's actual context, not textbook examples. Leaders are not just participants once the training starts; they are involved in designing the program from the outset. Where they exist, I integrate the company's HR instruments (such as conversation guides or appraisal frameworks) directly into the program, so the training reinforces existing structures rather than running alongside them.

AI is woven into the program, not added as a final module. Through the "Daily Dose of AI" format, I link AI fluency (skills and reflection) to everyday leadership practice.

Transfer is built into the design. Line managers are involved, cultural patterns are reflected on, and participants develop shared approaches and networks that last beyond the program. The result is more reliable leadership. And an ongoing exchange on professional and leadership topics that continues well after the training.

Leadership training is one element of effective leadership development. Not a substitute for it.

Standalone leadership training often stays too generic and is rarely aligned with other trainings or with your leadership guidelines. As a result, its impact tends to fade quickly.

Leadership development is the larger process. It begins with a classic Drucker insight: people develop through tasks, not through methods. That is why the real leadership tasks of your organization are the starting point of my programs, not abstract curricula.

From there, an integrated learning journey unfolds across multiple modules: practice phases on real projects, structured reflection, virtual kick-offs and workshops, AI-supported transfer through Leader's Sidekicks®, transfer assignments between modules. In addition, patterns across the group are identified and translated into aggregated feedback for the executive board and HR, without personal attribution.

What emerges is impact at the organizational level, not just individual capability.

Because individual trainings for individual leaders do not create a shared understanding of leadership. Programs across all leadership levels do.

From the perspective of the executive board, a program across all leadership levels delivers four levers:

• Collaboration across levels and regions - shared language, shared principles, shared tools.
• Reliability as an employer brand - leadership behavior becomes more consistent, which matters for both recruiting and retention.
• A sharper connection between company tradition, values, and day-to-day leadership practice.
• Accelerated transformation - all leaders understand and use the same levers.

Individual trainings create capability in individuals. A cross-level leadership program creates a shared leadership operating system for the organization.

The St. Gallen Management Model provides a holistic perspective rather than focusing on isolated parts, and it remains relevant independent of management fads. That is why it is the frame of my programs. I adapt content and depth to the level and topic so that all elements fit together.

In terms of content, I draw on Peter F. Drucker and the five tasks of effective leadership. The St. Gallen tradition and Drucker align well, and that is where my work sits.

AI is anchored methodologically on three levels: before the program (self-assessments, expectations), during the program ("Daily Dose of AI", using the company's existing AI tools), and beyond it (Leader's Sidekicks® for transfer and reflection after the training days).

For reflection, I use a deliberate shift between "Balcony and Dance Floor": between distance and action.

Leadership across borders needs a shared understanding that works across cultures, without losing coherence. Many of my clients operate internationally. When the CEO or managing director is personally involved, things move faster. I have worked with organizations in more than 20 countries over the past 25 years.

Leadership development is group-based and focuses on building shared leadership capability across your company. At its core, leadership training in groups, complemented by Leader's Sidekicks®, virtual formats and transfer coaching between modules. Topics include leadership philosophy, management fundamentals, and leading effectively with AI. Executive coaching is one-on-one, confidential work with CEOs and senior leaders on their individual challenges. The two complement each other well.

At their core, executive coaching and leadership coaching are very similar: both are confidential 1:1 formats that create space for reflection on your own leadership topics and role-related challenges.

Executive coaching is usually broader in scope: covering business, stakeholders, organizational politics, leadership, transformation, and personal areas of tension. This requires significant experience and the ability to work flexibly across content areas. The St. Gallen Management Model and systems-oriented management give me the reflection frame; 25 years of cross-industry experience provide the necessary breadth.

Both formats can be combined with leadership development programs.

Often with a keynote or a management workshop. Many collaborations begin there and evolve. A short introductory call is usually enough to determine which format creates the most value for your situation.

AI is embedded throughout. But only where it adds genuine value to the work. Some topics need the energy of in-person workshops and face-to-face coaching. AI is strongest where round-the-clock availability matters, where leaders need support in their day-to-day workflow, and where building consistent habits counts. That is where Leader’s Sidekicks® come in, AI-powered companions built around your company, your values, and your leadership principles.

As long as behavior change takes: single training days create impulses, impact builds over months. Sustainable programs are designed as a learning journey - several modules with practice phases in between, in which leaders work on real tasks from their own organization. In my programs, transfer support through Leader's Sidekicks® comes on top. The duration depends on objectives and leadership levels; what matters is the rhythm of learning, applying, and reflecting.

On three levels: behavior (structured feedback, for example before and after the program), team (collaboration, engagement, retention) and business (the KPIs the program is designed to move). Measurement works best when it is built into the design from day one rather than added afterwards. In my programs this includes pattern recognition across the group, translated into aggregated feedback for the executive board and HR - without personal attribution.