The figures are absolutely clear: 86 % of employees feel only the slightest or no emotional connection at all to their employer (Gallup, 2012). There are many reasons for this, but in every case there is a strong connection with a lack of leadership. We design "real-life" situations taken from the everyday experience of your business, and show you what opportunities you have for (further) development. This facilitates learning from experience at a high and realistic level.



  • The best way to guide your employees to complete current assignments or to prepare for future tasks and roles is to give them the chance to practise them in advance. By simulating these situations and experiencing, witnessing and measuring the impact of their own managerial behaviour, they learn in what is definitely the most effective way: from their own experience.


  • To pass the driving test, we do not need theory but actual driving practice. To learn how to swim, a child does not need theoretical guidance from its parents standing at the poolside but has to be dropped into the water. To perfect an approach to an airport in bad weather conditions, an airline pilot does not either just try it with a full Airbus or feel the experience from a textbook, but rather learns to master the situation safely in real time on the flight simulator. Similarly, we do not learn leadership skills sufficiently from weighty tomes or from an MBA course, nor from classical skills training or lectures from experts. Children only properly learn that touching a hotplate hurts once they have tried it. They then apply this learning experience by behaving differently in future. A simple warning from the child’s mother would not fully achieve this result.


  • People who would like to learn or improve strategic management skills do not need many hours of lectures from Harvard. Instead, they will work up an actual strategic project (e.g. the strategic choice of an M&A target for their own business) in 2-3 days. To this end, we have simple tool support, coaching, interim reviews and structural support. The outcomes can then actually be evaluated in the business, even though they derive from a training exercise.


  • Our approach with people who wish to apply their skills in sales management in the area of complex capital assets or the services business or improve them with an eye to finding solutions does not involve making them sell paper clips or aim for persuasive deal-closing dialogue in role play. Instead, we set them to work on specific current or potential opportunities, teach them to apply customer and market analysis and to convert this into the correct project strategy before their first contact. In this way, they learn to put across the correct benefit message and arguments, based on the situations, frameworks and people they have analysed. From value propositions, they learn to make secure "bid or no-bid decisions" and to utilise their resources correctly. Above all, in this way they learn to increase their offer-acceptance-rate, instead of the number of customer visits. Finally, they also learn the principles of solutions-oriented bargaining, perfect preparation and presentation of sales pitches on paper and in presentations. In made-to-measure sales academies. Sales simulation included.



  • Simulations in the areas of leadership, strategic management and sales
  • Learning through experience in specific situations instead of pure knowledge sharing
  • Based on your own critical incidents and frameworks
  • Complementary training in management by objectives, communication, self-motivation, presentation skills, negotiating, strategic sales
  • Optimising leadership quality in the run-up to important decisions