The document provides an overview of the change factory company and their approach to leadership development. It discusses their focus on change management consulting and leadership development. Their leadership development programs aim to develop both informational and transformational learning using a variety of methods like training, coaching, projects and simulations. They tailor programs for specific client needs and situations.

1. Leadership Development
by change factory
December 2014
Dr. Stefan Fries | change factory GmbH | Im Alten Fruchthof | Gotzinger Straße 52b | 81371 München
Fon +49 (0) 89 / 76 73 66 - 0 | Fax +49 (0) 89 / 76 73 66 - 100 | info@change-factory.de | www.change-factory.de

2. The change factory
at a glance.

3. The change factory at a glance
We as company “Leading the People Side of Change”
 The change factory is a partner-driven company for “Leading the People Side of Change“.
 We are focused primarily on two value-added client needs:
 The effectiveness and sustainability of change
 Increase the ability and effectiveness of managers and employees for the future.
 We have two principal business areas:
 Leadership Development: for all levels, strategically focused, effective over the long-term
 Change Management Consulting: From Kick-off to change “architecture”, to mobilizing employees,
communications planning and follow-through, to qualification.
 Our capabilities are a product of the collective skills and experiences of our team of approximately 30
international colleagues.
 We offer pragmatic solutions, and we accompany the projects through the successful completion of the
implementation.
 Our headquarter is in Munich, but our work for our clients takes us all over the world: For companies both large
and small, within all industries.
 For every project, we use a wide combination of methodologies to combine the right hard factors (business-driven
elements and metrics) with the right soft factors (psychological, political, social).
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4. The change factory at a glance
Our main business areas
These two business areas, we have placed our focus on ...
Change Management
Consulting
Leadership
Development
... in addition, we also master the classic tools.
Coaching Consulting Facilitation Training
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5. The change factory at a glance
Our trainer have the key competences to work with your people
 Professionalism through many years of training experience
 Enthusiasm, even when working with skeptical people
 Excellent teaching & coaching skills
 On eye level with senior participants
 Personal leadership experience
 Knowhow to get people out of their comfort zone
 Sound facilitation blended with high empathy
 Intercultural experience
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6. The change factory at a glance
change factory leadership development is like a Swiss Knife
multi language
intercultural
team and
individual
coachings
from 1 day to multi-module
leadership development
programs
state-of-the-art
methodology/
formats
horizontal &
vertical
development
 Simple, yet effective
 Multipurpose
 No unnecessary "bells & whistles"
 Providing state-of-the-art "tools”
for agile leadership
 Practical and "ready to use"
 Proven usefulness over
many years
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7. The change factory at a glance
Some project examples of our work.
Program Customer Timeline Structure
Examples
Number of
implementations
Development and implementation of a
management development program for young
and experienced managers in shop-floor and
administration functions
Energy
Dax 30
since
2005
3 Modules
à 2 Days
More than
150 groups
Design and development of an international
learn-to-lead program for young leadership
talents.
Consumer goods
Dax 30
since
2005
3 Modules
à 5 Days
More than
10 groups
Development and implementation of an
international leadership program for project
managers
International
management
consultancy 1st tier
since
2004
Basic &
Advanced
More than
30 groups
Development of an excellence program and
training of the entire second level of
management
Intern.
Telecommunication
1st tier
2003 -
2004
3 Modules
à 2-3 Days
More than
4 groups
Design and implementation of an executive
development program for middle management
and young leadership potentials
High Tech
1st tier
since
2010
2 Modules
à 3 Days
More than
15 groups
Design and implementation of a winter school
for the topics of strategy, processes, and
change for the second level of management
Service Provider
MDax
since
2010
1 Module
à 4 Days
4 groups
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8. Our understanding of
leadership development.

9. Our understanding of leadership development
Leaders in our times face new challenges . . .
 Interact with more and different people and cultures
 Have different roles
 Solve more complex issues
 Learn constantly
 Develop people
 Increase your scope
 Lead change
 Handle polarities and dilemmas
 Work with ambiguity
 Flexibly adapt to new situations
 Etc.
Handling complexity is key, but leaders feel not really well prepared
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10. Our understanding of leadership development
Therefore, leadership development has to become different
20th-century leadership development
course-driven
21st-century leadership development
outcome-driven
1. Learning in artificial groups (classes) plus Learning in real work groups
2. "Time-out" apart from work flow plus Infusing learning within work flow
3. Time-limited plus Time-elastic
4. Indirect learner accountability plus Direct learner accountability
5. Informational/technical plus Transformational/adaptive
6. Seeking transfer of learning plus Starting at transfer
7. Serving team leaders plus Co-teaching with team leaders
8. Tight boundary between learning personnel and
line personnel
plus Loose boundaries/adjunct faculty
9. Loose connections to overall corporate strategy plus Tight connections to strategy
10. In prep for an initiative plus In support during an initiative
Source: Robert Kegan: "Immunity to change"
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11. Our understanding of leadership development
It has to cover a variety of topics
Mindfulness
PHQ
"Big rocks"
life priorities
Personal vision
Leadership: role and tools
Ego development
Leading
myself
Corporate culture & values
My values/attitudes/assumptions
Intercultural Management
Motivation
Conflict management
Giving Feedback
Communicating effectively
Goal setting and agreement
Leading
others
Innovation
Thinking in process
chains
Value Creation
Strategic Management
Being Entrepreneurial
Leading
the business
Trust building
Leadership styles
Leadership principles
Personality types
Diversity
Team dynamics
Change
Manage-ment
Competency
clusters
Thinking
Doing
Virtual Leading
PTM
Social
Competencies
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12. Our understanding of leadership development
Most of all, it has to act on two distinctive learning levels
Informational learning
Add more …
 Knowledge
 Skills
 Know-how
 Techniques
 Methods
 Models
 Tools
 Facts & figures
. . . is like adding new data
and applications to your PC
Transformational learning
 Gaining flexibility / agility
 More empathy / compassion
 “Zooming ability" to gain broader view and then
focus for action
 Integrating different perspectives
 Holding multiple views
 Complexity handling
 Handling ambiguity
 Integrating hard and soft facts
 “Both…and" attitude instead of "either…or"
 Moving more things from subject to object
. . . is like upgrading your "operating system"
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13. Our approach.

14. Our approach
We tailor programs for your specific situation
Target Group Attributes Stakeholder Expectations
Draft concept
Strategic Challenges &
Competency Model
Required Content Expected Change Methods & Formats
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15. Our approach
The program and its modules as a draft concept
Example
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16. Our approach
We utilize the whole range of learning methods & formats
Training Methods
Constant
Basis Elements
Trainees Top Leadership Level Middle Management Top Management
Learning
projects
Role
plays
Case
studies
Games
eLearning
Exercises coaching
Simulations
Teamwork Input Self-study
Individual
coaching
Video
analysis
Group
Action
learning
Creative
events
Reflexion
coaching
Systemic
Peer
constellations
Peer & trainer
feedback
Context
change
Challenge Practical experience After action review
Basic didactical cycle
Reflexion/transfer Input Feedback
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17. Our approach
We combine both classic and modern learning methods
 Input: e.g., via speech/presentation/impulse statements by a trainer or possibly also by participants, by video,
pre-reading, etc.
 Group work: The participants work together in small groups to consider key questions or to address case
studies. In so doing, they are confronted with each others‘ differing perspectives and argumentation, and learn
both the value of these and how to benefit from them.
 Learning projects: With these experiential learning exercises, participants receive a work or project task which
must be solved together. The participants are typically assigned different roles to play. Depending on the task,
the focus will be on identifying and strengthening different types of abilities: Social competence, leadership skills,
communication, etc.
 Gamification: Through targeted gamification approaches, learning happens in a fun and playful manner. People
forget they are getting “trained”; content is typically anchored long-term and sustainably through the positive
emotional experience.
 Real Life Simulation: A typical experience from everyday (work) life is simulated. Frequently on the basis of real
case studies or scenarios brought by the colleagues themselves, the participants assume different roles (possibly
also with real actors), make decisions and consider options for how to proceed. As the cases are real, the
consideration and reflection on implications and effects are correspondingly serious and valuable.
 Peer consulting / reflection: In peer consulting, one of the participants presents his or her own “case” or
problem, for which they would like to receive input, to their colleagues. The participants advise their colleagues
through development of hypotheses (“Could it be that…?") and suggest possible solutions.
 Coaching-oriented measures: In order to be able to transfer learning to one’s own work context, certain difficult
situations can be discussed and/or simulated. (e.g., as a visualization of the “inner team” , “Act Storming“, or as
a “systemic constallation”) colleagues give each other suggestions for possible alternatives on how to deal
differently in the future. (“Feed forward Coaching”)
 Feedback: Different feedback forms (speed feedback, group feedback, trainer feedback directly after the
exercises) provide participants with personalized input in order to prompt change in both their attitudes and
behavior.
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18. Our approach
We build in the program specific transfer methods
Phase
Possible
measures
before module/program in module after module/program long term
 Self Assessment or
360˚-feedback and
development dialogue
for each participant:
defining individual
learning goals
 Preliminary reading and
online survey per
module for collection of
concrete expectations
 Identification of
Business Projects as
ongoing work between
the modules
 Create first knowledge
with e-Learning
components
 „Toolbox“ with most
important contents and
compact picture
protocols of the
modules
 Small learning groups:
in addition to normal
training group: for peer
group exchange and
feed forward coaching
 Individual transfer plans
based on guided
reflection
 Applying knowledge on
live cases
 Integrating real people
for simulations and role
plays
 Logbook guided
personal reflection
 Review talk with
supervisor
 E-mail / letter reminders
for individual transfer
plans
 On demand individual
feedback by the trainers
 Peer-to-peer learning
partnerships
 Establishing action
learning formats for
business project work
 Deepen or refresh
knowledge with e-
Learning components
 Exchange of transfer
experience with peers
and trainers via virtual
classroom settings
 Evaluation of transfer
as in Development
Dialogue
 Mentoring sessions
 International transfer
day (“Leadership Day)
with all program alumni
of a year
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19. Our approach
We design a blended learning scenario
Source: reflact AG
Example
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20. Our approach
We collaborate intensively with our client along a lean design process
Program
Steering
Program
Logistics
Concept
1
Kickoff
 Roles & interfaces
 Project plan
 QA Gates
 Stakeholder
participation
Design Program
Management
 Time line of runs
 Invitation process
for participants
5
QA Gates
Production Material
Run Pilot
Program Management
3
4
2
Draft Concept
 Set learning goals
 Define structure
Identify reusable
know-how
 Transfer
mechanism
 Alignment with
other programs
6
7
Tests
 Run Test & adjust
 Design further
Design modules
 Design content slots, incl.
methods & formats
 Create pre-work & transfer
elements
 Build Trainer Guidelines &
Participant Toolbox
 Design Blended Learning
elements
concept
evaluation measures
Train-the-Trainer
 For internals and
externals
8
Example
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