We are specialised in Leadership Development Curricula, Leadership Development Programmes and Customised Leadership Initiatives.

1. Customised Leadership Development Landscapes – developing a congruent leadership development landscape comprised of many leadership development programmes that serve organisations’ strategy

2. Customised Leadership Development Programmes – developing programmes with the help of intelligent learning architectures for cultivating a specific leader target group

3. Customised Leadership Initiatives – creating initiatives that address and develop certain target groups to drive strategy quickly

4. Semi-customised Leadership Development Programmes – developing programmes with the support of standardized modules and methods

 

“We believe learning happens while experiencing support, challenges, open feedback, and sometimes even hardships“. Dr. Marcus Gottschalk

Leadership Development is constantly evolving hand-in-hand with organisations’ strategies in response to global market changes. While sustaining strategy, Leadership Development is made increasingly accountable for impact emanating from development initiatives. HR, Learning and Development professionals are faced with the constant task of strategically developing leaders to respond to change.

 

Change, Leadership and Partners is often asked the following questions about Leadership Development:

Top-leaders have to execute and sustain our corporate strategy, can you help us to develop these leaders?

We need a comprehensive and interconnected leadership development curriculum. How can we build one?

We determined a target group that we would like to develop, what approach would you recommend?

How would you translate our corporate culture, values, competences and needs into a leadership development programme?

 

Change, Leadership & Partners combines systemic thinking, service design development, coaching methods, business pragmatism and inspirations from other thought leaders and researchers as well as our own experiences working with our clients.

 

Experiential learning
At Change, Leadership & Partners, we use ‘experiential learning’ where appropriate, and constantly shift development from classroom to the workplace.

Leaders are given the opportunity to explore and examine personal values, and the outcome of the learning process forms a platform for future experience. We pay special attention to ‘real-life situations’ so that participants are engaged intellectually, emotionally, and socially in their contributions and the outcomes they experience.
Experiential learning, however, is not always a comfortable process. It may reveal feelings of success, failure, adventure, risk-taking, and insecurity. The design of the learning experience empowers participants to learn from mistakes, consequences and achievements. We encourage participants to extend their limitations and step outside their comfort zone in order to achieve powerful leaps in learning.

 

Collaboration & Network
Collaboration is an effective way to learn what motivates others, and build quality relationships based on trust and respect. The act of coming together, supporting and sharing knowledge with one another in peer groups is an intrinsic part of what we do. The objective is to nurture long-term collaboration in order to sustain change.

Change, Leadership & Partners believes that learning is a continual process that categorically requires peer support. Engaging with one another enables new insights and perspectives. The opportunities that arise through peer questioning and discussions go beyond the ability of any one person to discover.

 

Learning transfer and on-the-job learning
Leaders equipped with new mind-sets and skills don’t automatically transfer these into daily routines. Change, Leadership & Partners encourage and support ongoing interaction with the learning environment to discuss challenges, explore choices, and acquire solutions. Our key to successful execution is enabling the effective transfer of learned expertise to the workplace. The skills and knowledge acquired during training are reinforced through a variety of methods such as webinars, peer-groups, training journals, and customised learning interventions on-the-job. Our approach provides a continuous link between classroom learning and implementation in the business environment.

 

An accelerating trend in Leadership Development is questioning the traditional ratio of face-to-face Classroom Learning (CL) and learning activities that happen between modules, so-called sessions for Sustainable Development (SD)/on-the-job-learning.

Ratio of Classroom Learning (CL) to Sustainable Development (SD) interventions in Leadership Development Programmes:

Target group Ratio today CL to SD Future ratio of CL to SD Hypothesis
Top 50:50 10:90 As higher leaders are assigned in the organisational hierarchy, the greater the need for learning on the job.
Middle 60:40 30:70
First Line Manager 80:20 50:50

The above table highlights how CLP shares information with clients regarding different CL / SD ratios, logic and approaches to design the best learning architecture suited to their situation and target group. These ratios are based on the hypothesis that as higher leaders are assigned in the organisational hierarchy, the greater the need for learning on the job, and the lesser the need for Classroom Learning. First line managers, for example, gain from exchange with others, and training in subjects like self-management, strategy, change or innovation. Here, classroom training with experiential learning elements like the use of business-simulations makes sense. First line managers are guided through learning and development while self-responsibility for learning is still low. Middle to top managers gain equally from collaborating with others, but more from challenges on the job than from classroom training. Top leaders are responsible for executing strategy based on self-made decisions. Classroom training is too theoretical to be immediately useful. SD helps top leaders to learn while doing. CLP, for example, is running a top/middle manager learning intervention where a group of leaders simulate an internal consultancy and practice intra-/entrepreneurship first hand. Here, classroom time is only used for supervision, reflection on experiences, and building a strong leader community.

What to expect from our Leadership Development Programmes:

  1. Creative and highly interactive content
  2. Tailored to specific needs
  3. Hands-on coaching and consulting
  4. Energetic, passionate delivery
  5. Practical, responsive & personable experts
  6. Flexible, adaptable approach
  7. Visual, provocative and engaging experience
  8. Excellent return on investment