Leadership development for green energy
Impetus to the project
The workload and stress levels of employees at Nordex Energy GmbH fluctuate strongly, making leadership particularly challenging. In addition, team leaders and their employees work in highly shift- and time-based processes. Contact times with the teams are rare and require very effective and efficient leadership.
We designed a training program for team leaders and their deputies , taking these conditions into account. Furthermore, participants should…
better sort out their own role and the associated expectations; act more strongly as entrepreneurs within the organization.
learn how to better lead change processes, especially in the case of one's own ambivalent attitude towards change.
learn new methods to lead their own team in a demand-oriented way.
We enabled participants to create a common basis for actually living leadership, through the exchange within the development workshops, independent from hierarchy levels.
What we did
Initially, we held workshops with the line managers to prepare and strengthen their role as coaches and developers of the team leaders, as this level plays a crucial role when it comes to implementing the workshop content.
For the team leaders, we established transfer talks in close coordination with Nordex, which were to take place before, during and after the actual leadership training.
We accompanied the managers along five two-day modules, working on topics like sharpening their own role, clarifying expectations, improving communication, accompanying change processes, etc.
Each training group also engaged in a close exchange with senior management to stimulate cross-hierarchical communication on the topic of leadership.
Experience and result
Team leaders embraced the training modules right from the start. Despite many obstacles (difficult market conditions, employee dissatisfaction, etc.), there was a great desire to improve their own leadership, and to do so with a lot of humor: „Now we’re really in a mess, there are grown men sitting around talking about their feelings," said one team leader while learning about nonviolent communication.
We could achieve some organization-wide successes across participant groups, e.g., the introducing a team time for addressing and resolving issues with the entire team, introducing regular transfer and expectation-setting meetings, gradually handing over of responsibility to the team leaders, etc.
What our client says
The long-standing and trusting cooperation with subject:RESOUL has brought us an enormous step closer to our goal of actually living leadership.
We continuously empower our managers and aspiring managers for meeting the expectations placed on them. Participants of the workshops always gave positive feedback on the content, the trusting exchange and the playful and varied way in which content was delivered.
subject:RESOUL analyzed our situation before starting the development measures and conceptually addressed the specific challenges. They clearly formulated goals, and the project plan is detailed but flexible. I find the constructive feedback culture particularly noteworthy. This is not only present between coach and coachee, but also in the communication with Nordex management. This enabled us to derive measures that contribute to employee satisfaction, retention and the achievement of corporate goals.
Matthes Birr, Head of production, Nordex Nacelle Germany