leadership role

Workshop: Core Leadership Competencies

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Scenario

The client was a state-owned company, specialised in security solutions. The company outlined this year their company strategy for the next ten years and started a process of identification of core competencies for their employees.

Client Challenge

Human Ressource department, which is responsible for the outline of the competence model, wanted to develop a model based on the company’s strategic goals and values. The competence model should take into consideration: what knowledge, personality and behaviour are required by an employee to contribute to the best possible success, the challenges of the digitalisation and specifics of each work areas. HR Department wanted to involve the leaders in the process and was looking for an independent facilitator, who had an experience not only with the implementation of the competence model but also with facilitation of big groups.

Our Way

After the clarification of the expectations of the Human Resource department, we delivered a two-step program:

1. A workshop where the management team chose and defined the core competencies for employees and managers were described. We started the workshop with a case study, which showed the importance of competencies in the teams and motivated the participants to get involved. After that, we started with the selection and the definition of the competencies. During the process, we used different facilitation methods for big groups (such as spontaneous online surveys, Open Space and World Cafe) as we wanted to ensure that the involvement of participants stays at the same level and that the process went smoothly and efficiently.

2. Short training where the basis of competencies management was clarified and trained. We started the training with a team-building exercise which also should illustrate how differently are people approaching tasks and how important is the precise process of goal definition for the performance of teams. During the training, we talked about the leadership process (using model of Malik), communication in the process of goal setting and SMART goal definition.

The program was designed and delivered by Magdalena Kishizawa. She has 20 years of experience in training managers at different levels (from team leaders to group management) and with the implementation of competence models in the companies. She also facilitates big groups and with her dynamic and proactive way, she able to lead big teams during an arduous and lengthy process of competence definition. She holds a Master Degree in Psychology from the University of Heidelberg, Germany. She also studied Educational Science at the Catholic University in Lubin, Poland, and Business Administration at the School of Management at the University of Bradford, UK. She works with the languages English, German and Polish. Ms Kishizawa brings teams together with her dynamic, optimistic and empathetic approach, creates a safe space for exchange and supports the participants as they try out new methods and overcome challenges.

Effective Communication in Matrix Organisational Structure. Leadership Program. (Logistic)

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Scenario

The client was a Polish logistics operator which had undergone many changes in the previous ten years which included being privatised and then being sold to a total equity company.

Clients Challenge

The company managers required a training program to assist with the transition to leadership within a matrix organisation. They needed a training program that would equip 120 managers from operations to lead change within their departments.

Our Way

Two day leadership training in Polish. Topics included; challenges in matrix organisation, leading and influencing direct and non-direct reports, effective communication (from giving feedback to effective email communication), working in a virtual environment, motivating others and managing change. Additionally, three months later we delivered a group coaching session which addressed case studies brought by the participants. Individual coaching sessions were also provided for managers working in operations where they had to strengthen their influencing skills.

Training Programm was delivered by Magdalena Kishizawa. She is an experienced trainer with 20 years of experience in training of managers different levels: from team leaders to executives. She studied at the University of Heidelberg in Germany (Diplom-Psychology), Catholic University of Lublin in Poland (Education Science) and School of Management of University of Bradford (Master of Business Administration). She delivers her training in English, German and Polish. With her dynamic, optimistic and empathic approach, Magdalena brings teams together, set a safe space for exchange and support participants while they are trying new approaches and overcome challenges. She worked herself in a global matrix organisation and knows challenges, which managers face while leading their teams in a matrix and a fast-growing environment.

Working in Portugal. Individual Training for Expat (Finance)

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Scenario

The client was working for a global bank operating in 77 countries with a new Shared Service Centre in Lisbon, Portugal. He was establishing a new team with a new reporting structure and it was his first experience of working with a Portuguese team.

Clients Challenge

He was a recently appointed manager with no prior experience of living and working in Portugal. He required specific cultural information to help him in his new leadership role, particularly how to lead a Portuguese team but also information that would help him manage his personal situation in a new country.

Our Way

6 hours individual session delivered in English. In this session we explored general information about living in Portugal and more theoretical cultural insights such as different communication and leadership styles in Portugal and low context versus high context in giving and receiving feedback. This was to help in how he communicated and managed business in a work and personal context.

The session was led in English by a consultant, Magdalena Kishizawa, who lives and works in Portugal since 8 years. Magdalena has 20 years experience in working globally and has worked with participants from more than 20 different cultures. She lived and worked in Germany, Irland, United Kingdom and Portugal and is very closely connected with Japanese culture via her family links. She studied at the University of Heidelberg in Germany (Diplom-Psychology), Catholic University of Lublin in Poland (Education Science) and School of Management of University of Bradford (Master of Business Administration). She works in English, German and Polish.

Arriving at Your Own Leadership Style: Discover Your Strengths. Workshop (Logistic)

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Scenario

The client was a Polish logistics operator which had undergone many changes in the previous ten years which included being privatised and then being sold to a total equity company.

Client Challenge

The managers working in the headquarters needed to change their leadership styles to suit their changing roles and company values. They had to focus more on developing relationships and influencing rather than issuing direct orders.

Our Way

The managers had previously participated in communication and leadership workshops with us. In this two-day workshop, we focussed on personal development and potential. The consultant had analysed their Hogan assessments to be able to give individual targets and explain how they can influence and recognise their own limitations. For the group coaching session, we used the Blue Ocean Leadership Grid as an inspiration for how to approach personal changes. The workshop was delivered in Polish by a Hogan Assessment certified leadership trainer, Magdalena Kishizawa.

Magdalena is an experienced trainer with 20 years of training of managers different levels: from team leaders to executives. She works internationally, with different cultures and within different organisational structures. She has experience working in a global matrix organization and with logistic industry. She studied at the University of Heidelberg in Germany (Diplom-Psychology), Catholic University of Lublin in Poland (Education Science) and School of Management of University of Bradford (Master of Business Administration). She delivers her trainings in English, German and Polish. With her dynamic and enthusiastic approach, she creates an open environment for exchange and pushes participants to test their limits and overcome barriers and try new things.

Executive Coaching of Managing Director (Confectionery)

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Scenario

The client is a privately held global manufacturer of confectionery. Its corporate headquarter is in Netherlands. The organisation in Poland had undergone many changes in the preceding years (e.g. production had been moved to another country and many workers had been made redundant). The entire site function changed from production to sales. A new polish MD, without previous MD experience, was moved internally and the newly appointed management team needed to be consolidated and to establish new ways of working together in this different environment.

Client Challenge

The development areas identified were assertiveness, decision-making and prioritisation, and the implementation of actions in an insecure environment. Later, we worked on change management and team development. The MD needed to improve his image as a manager and required leadership coaching, to be perceived as assertive and gain respect. This could then lead to the establishment of a fully-functioning management team capable of implementing the required changes within the organisation.

Our way

The coaching process was composed of five elements: An orientation and assessment session, face-to-face sessions (4 sessions at 2 hours each), in-between assignments (followed up with online coaching platform), telephone coaching (5 sessions at 1 hour each), and a feedback and development session. Coaching took place over eight months and was conducted in Polish by Magdalena Kishizawa.

Magdalena is an experienced coach with 15 years of experience in coaching of managers different levels: from team leaders to executives. She works internationally and with different cultures. She studied at the University of Heidelberg in Germany (Diplom-Psychology), Catholic University of Lublin in Poland (Education Science) and School of Management of University of Bradford (Master of Business Administration). She has systemic background in coaching, coaches for large corporate clients and private clients and delivers her coaching in English, German and Polish. With her dynamic, optimistic and empathic approach, Magdalena brings great experience and business integrity allowing her to work closely with coachees to achieve sustainable results and increased personal effectiveness.

Introduction of a new Performance Management System (Manufacturing)

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Scenario

Our client was a manufacturer of materials handling equipment with subsidiaries in Europe, Northern America and Asia. The company employs 30000 employees worldwide and in Poland around 100 sales employees.

Client Challenge:

In the European part of the organisation, the customer introduced a new performance management tool, which should also be used in all subsidiaries. Before reconstruction of the Human Resource department on the European level, each subsidiary had a local Performance Management system. Therefore our goal was to introduce new company-wide Performance Management system, create a shared understanding for purpose, content and procedure of the performance management and the manager’s role and to prepare participants for the Employee Dialogue and gain more confidence during Employee Dialogue.

Our way:

After an introduction of the Performance System to regional HR Partners, we run one days training for all local managers. The training concentrated on showing the advantages of Performance Management for all employees. It was particularly important as the managers had to recognise the necessity for global Performance System. After the discussion about the disadvantages and advantages of global appraisal system, we concentrated on practising the employee’s reviews. We refreshed such theoretical background as SMART goal setting, types of questions, the structure of employee dialogue, coaching matrix (e.g. when and how to develop employees), formulating behaviour-based feedback. We finished the training with role plays.

The training was delivered by Magdalena Kishizawa. She has 20 years of experience in training managers at different levels (from team leaders to group management) and with the implementation of competence models in the companies. She holds a Master Degree in Psychology from the University of Heidelberg, Germany. She also studied Educational Science at the Catholic University in Lubin, Poland, and Business Administration at the School of Management at the University of Bradford, UK. She works with the languages English, German and Polish. Ms Kishizawa brings teams together with her dynamic, optimistic and empathetic approach, creates a safe space for exchange and supports the participants as they try out new methods and overcome challenges.