Author: humaske

A medium-sized, owner-managed company was faced with the question of how it should position itself organizationally and in terms of personnel for its next phase of development. The company had grown successfully over many years—yet at the same time, numerous decisions continued to rest with the owner.

The focus of the consulting engagement was therefore not on individual operational measures, but on the fundamental questions: Which tasks must remain with the entrepreneur in the future? Which responsibilities can and should be delegated? Which individuals are suited for advanced leadership roles? And how can the transition be managed without jeopardizing the company’s stability?

Together, roles and responsibilities were reorganized, leadership potential was assessed, and concrete steps for further development were formulated. This gave the entrepreneur the opportunity to gradually step back from day-to-day operations without losing control over key business decisions.

The result: greater clarity in leadership, well-defined responsibilities, and a sustainable outlook for both the company and the entrepreneur.

Background

One employee, who was of great professional importance, was virtually irreplaceable when it came to key business processes. At the same time, there were regular tensions with neighbouring departments. There were complaints about communication styles, a lack of coordination and unnecessary escalations.

Challenge

A split seemed problematic from a technical point of view, but the current situation was also unsustainable. The management had already held discussions without achieving any lasting change.

HOLSTEIN:CONSULT’s approach

The situation was initially assessed at the request of senior management: Which specific behaviours are problematic? How do they affect teamwork and performance?
This was followed by targeted employee counselling focusing on:

• The impact of one’s own behaviour
• Role and expectations in a business context
• Communication patterns at interfaces
• specific changes in behaviour in everyday life

Result / Effect

Cooperation with the departments concerned became noticeably more stable. Escalations decreased, coordination became more consistent, and the individual’s professional expertise was utilised more effectively.

Suitable power: 

→ Employee counselling

Background

One manager was recognised for his professional expertise but had significant difficulties in leading staff. This led to a sense of uncertainty, frustration and recurring conflicts within the team. Feedback was either avoided or given in a way that caused distress.

Challenge

The problem lay not in a lack of professional expertise, but in the effectiveness of the leadership role. At the same time, a heavy operational workload and unclear priorities exacerbated the situation.

HOLSTEIN:CONSULT’s approach

The situation was categorised according to the individual – role – organisation framework. On this basis, a targeted approach was developed comprising:

• Clarification of the leadership role and expectations
• Examining key communication and leadership patterns
• Practical relevance based on real-life leadership situations
• Application to day-to-day management

Depending on the context, this can take the form of employee counselling (for individuals with a clear remit) or leadership development/management training.

Result / Effect

The manager gained a clearer understanding of his role, conducted meetings in a much more structured manner and was able to interact with the team in a more engaging and respectful way. The team atmosphere stabilised, as well as the team’s output.

Relevant services:

→ Management
training → Employee counselling 

Background

One team was struggling with increasing friction. Conflicts were becoming apparent in day-to-day work, responsibilities were unclear, and coordination with other departments was inadequate.

Challenge

At first glance, the situation appeared to be purely a ‘team problem’. In reality, however, leadership issues and structural coordination problems also played a significant role.

HOLSTEIN:CONSULT’s approach

First of all, the range of issues was categorised: which conflicts arise within the team itself, which at interfaces, and which due to a lack of clarity regarding roles?
This was followed by targeted team development focusing on:

• Clarification of roles and responsibilities
• Rules on communication and coordination
• Collaboration in day-to-day work
• The role of the manager within a team context

Result / Effect

Cooperation turned to clearity, commitment oft he individual team. Members stabilized reliably. Friction was reduced, coordination with neighbouring departments improved, and the team defined a new level of consistency.

Suitable power: 

→ Team development

Background

A change initiative (e.g. reorganisation / new responsibilities) gave rise to uncertainty, resistance and delays in implementation. Management and staff had differing views on objectives and areas of responsibility.

Challenge

The project made sense from a technical point of view, but its practical implementation failed due to a lack of clarity regarding roles, poor communication and a lack of direction.

HOLSTEIN:CONSULT’s approach

The first step was to identify the root causes: whether they lay in the structure of the project, in management communication or in the organisation’s capacity to adapt.
Building on this, a change management consultancy programme was developed, supplemented where necessary by measures for leadership development or team development.

Result / Effect

Roles and responsibilities became clearer, communication more focused, and day-to-day implementation reached a good level of consistency. The change programme gained in commitment and appeal.

Suitable power: 

→ Change management consultancy

Background

A company was facing a redundancy situation that was sensitive both from a professional and a personal perspective. As well as resolving the formalities, the company wished to manage the transition in a professional and respectful manner.

Challenge

The situation should be resolved in a way that is acceptable to all parties involved – without unnecessary escalation and with due regard for the impact on the company.
At the same time the leaving manager was to be given a respectful and a constructive perspective.

HOLSTEIN:CONSULT’s approach

HOLSTEIN:CONSULT provided support in the form of a structured outplacement programme that focused on both the transition and helping the individual concerned to clarify his/her  future prospects.

Result / Effect

The separation could be handled in a clearer, respectful and professional manner. This provided the company with a sound approach to a sensitive situation, and gave the person concerned guidance on the next step, including to fully understand /accept the situation, and hence creating a new professional future.

Suitable power: 

→ Outplacement