Changes in leadership: Passing on the baton with aspirations

A change in leadership is often associated with a variety of requirements, expectations and conceptions held by the different sides, some of which are voiced while others remain unspoken. They range from objectives such as "I want to put my shop and my people in good hands!" to "How does the new leadership tick?" on the part of the employees and "We are expecting results!" on the part of the management and "How do I integrate well and (nevertheless) make my mark?" on the part of new managers.


It is also necessary to take account of framework conditions that could also play a role in the event of a change in leadership: Is the new leadership coming from inside or outside? Is the deployment of personnel what everyone is expecting or will there be a surprise? What is the economic situation in which the change will take place?

Target group

We principally consider three levels of change:

  1. Changes in upper management: The focus is on strategic work, management in the "political" context, management of change processes
  2. In middle management: The focus is on managing the managers, directing projects, supporting change processes
  3. Changes in lower management, the first leadership function: The focus is on getting to grips with the new, unfamiliar roles, managing employees as well as managing specific tasks, implementing change processes

Many companies offer their leaders ready-structured training and advice programmes that provide support through the change. In these and in all other cases it is important to keep a perspective of the existing situation, to identify additional useful and appropriate measures and tools, and to develop a suitable programme together with the stakeholders.


There are many variables that need to be considered, clarified and integrated into the management change process. We want to support you and the relevant stakeholders in:

  • Analysing the initial situation
  • Developing the roadmap
  • Selecting tools and formats
  • Taking care of the integration of internal and external training measures and programmes
  • Reflecting on the process


At the end of these considerations, packages can be compiled in very different ways — from personal business coaching through the joint planning and design of the preparatory and handover phase up to the complete support and assistance through the entire process.


The benefits of supported management change are:

  • A steep start-up curve
  • Rapid performance
  • Sustainable effect through the early and intensive involvement of stakeholders, clarity about expectations, objectives and pathways, as well as the exactly tailored measures

Spread over the course of a year, every company experiences a greater or lesser number of management change situations. Many occur without any specific support. Some of them even go smoothly, others are somewhat bumpy or even difficult. Many companies have standardised preparatory and training packages and support the management with mentoring programmes. And even so, the individual, personalised aspect, the framework conditions for the individual case and the many stakeholders all determine the complexity of the task.

After a clearly structured analysis of the initial situation we will work with you to put together the right package: One that is appropriate, indispensable and effective.

Information and consulting

Are you interested and want to more detailed information about the content, structure and organisation? You can contact us directly for a personal discussion. We will be pleased to advise you.

Heide Straub
Thomas Boysen
Phone: +49 8022 96660

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