Human Resources Management
Recruiting & Interim Management
Since two or three members of his staff had already left the firm on account of mismanagement and more staff members threatened to leave, immediate action was required.
Despite difficult circumstances the central sales management thus was forced to fire the local executive at very short notice:
Our firm was called in to establish an interim management since an internally elected successor was out the question, and – in swift continuation – to find a qualified manager and two substitutes for the otherwise vacant positions of this specific region.
We provided an interim manager and stabilized the critical situation. We soon started a recruitment process and succeeded in replacing all vacancies in a short time.
Simultaneously we worked out a business plan to reboot the company thereby providing a foundation for the new manager to work on. Today this company is flourishing more than ever before.
Preparing a new generation of managers
In a concerted effort with the Client’s senior management and our partner BSE (see network) we defined the desired skill profile for the next generation managers. We jointly developed a highly customized and intense two week off-site training. We followed up on the implementation of the newly acquired skills in review workshops at the Client’s plant six months later.
All goals of this ambitious project were achieved and the improved management skills and culture had an instantaneous and measurable effect.
Problem solving for Project Leaders
Consultative Selling for Engineers
We were asked to develop a training concept for the sales manager to improve their abilities in the above mentioned areas. We started by applying the customer benefit concept and tailored some training modules to strengthen the basics of communication, to use personality types to better understand yourself and your counterparts, to apply systematic questioning and to improve negotiation skills.
The increased ability of the sale managers to develop in depth understanding of their customer’s needs and to respond to those, led to record sales in the years following.
Developing marketing competence and strategic skills
By the time of our engagement the marketing team was confronted with a high turnover in management positions and thus struggled with a strategic and consolidated marketing plan for all product groups. The team felt it was stuck in a reactive mode to external requests rather than initiating and steering new product developments themselves.
We carefully analyzed the actual need for the development of marketing competencies on both, the team’s and the individual’s level, and then defined what tools (it turned out that strategic planning tools were the biggest gap) to develop and train together with the team.
As a result of the repeated training of the highly customized strategic marketing tools the team’s skills, confidence, and spirit rose dramatically. The department head was almost immediately promoted and the strategic leadership responsibility was finally assigned to the marketing department.