Motivating, delegating and leading with goals

Increase your own effectiveness and leadership efficiency

• Personal strategies and goals that you are pursuing.
• Leadership principles and values that are important to you.
• The expectations of your employees, your superior and other people.
• Employee constellation: types and distribution of roles in the team.
• give employees the necessary orientation, convey meaning and values and make their own visions palatable.

Leading with goals: Relief instead of burden for leaders

• Management tasks and situations in which management by objectives takes the pressure off.
• Maximize the benefit of the target agreement - minimize your own effort.
• Limits and typical mistakes when leading with goals.
• Design delegation as a "small target agreement".
• Formulate goals correctly and make them clear and understandable.
• The difference between objectives, measures, tasks and projects.

Keep it simple: prepare and follow up on target agreements and manage them confidently

• What goals, values and motives does the employee pursue? The right goals for every employee.
• Optimally implement target development and target specification down to employee level.
• Recognize potential conflicts of interest.
• Find metrics and key figures and formulate measurable qualitative targets.

Short, concise, crisp: the ten-minute target agreement

• ... or even if two or five minutes are enough.
• Formulation of competence, behavior, performance and success targets.
• Consider the wishes, goals and ideas of every employee.
• Agreement on hard facts and soft skills.

Leading with goals for difficult employees

• Target agreements with low performers, squabblers and hens.
• Counteract absenteeism and fluctuation with targets.
• Increase employees ' skills with the help of targets.
• Allaying fears of change, dealing competently with resistance.

Ensuring success: Supporting implementation and target achievement

• Relieve yourself in case of queries and problems from the operational work area of your own employees.
• Check interim targets - react competently if targets are not met.
• coach employees during implementation.

Working on specific practical cases from your own day-to-day management work using peer case consultation