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Stefan Lammers participates in the "Hogan Certification Workshop"

In April 2009, Stefan Lammers participated in the "Hogan Certification Workshop" conducted by Dr. Neubauer and Mr. Kusch (Dipl.-Psych.). The focus of the seminar was three modules of the Hogan Assessment Systems and several case studies:

Hogan Personality Inventory
Hogan Development Survey
Motives, Values, Preferences Inventory

The "Hogan Assessment Systems" were established in 1987 with the intention to suggest personality tests to the economy.

By obtaining this certification, Mr. Lammers gained the capabilities to implement the Hogan Forecast series, to perform individual and group consulting and to provide feedback by using this tool. In addition to this tool, Stefan Lammers Business Building offers 360° Feedback, Team Assessment as well as, BIP – Bochum Inventory of Professional Personality. Other complementary services provided include, Consulting, Moderation, Training and Coaching. Our international client base is comprised of companies in Germany, China, Hong Kong, India, Indonesia, Vietnam, Poland, Russia, Ukraine, Italy, Portugal, France and Switzerland.

Stefan Lammers member of the HKICC

In March 2009 Stefan Lammers was accepted as a member of the HKICC, Hong Kong International Coaching Community. This community consists of about 80 members. In order to increase the knowledge and ability of the coaches it is hosting monthly professional development meetings.

For several years Stefan Lammers is successfully completing coaching assignments in China and Hong Kong. He is coaching Chinese managers, international member of the executive board, country managers and general managers.

Performance Catalogue 2010

The complete performance catalogue of Stefan Lammers Business Building is available.

You can order the catalogue by e-mail free of charge at kontakt@slbb.de.

Along with an overview of the performance offerings (consulting, moderation, executive coaching and integration consulting – china), the catalogue also contains the current seminar offerings addressing the following topics: leadership development, sales development, self and team development, and China.

Get up to date, red hot information.

Leadership Made in Germany- in Germany, leadership still means being stern

German managers have a bad reputation in the eyes of a large portion of the population. They are considered arrogant, power hungry and greedy, vain and high-handed. Is that really so? German leaders are task-oriented and technically experienced, but not very inspiring. They are also often lacking in social skills. “However, that’s changing.” So show the findings of the newest and most universal international study by the Global Leadership and Organizational Behavior Effectiveness Project (GLOBE). It compares the leadership cultures in 62 countries through the use of different methods, including questionnaires, individual interviews, and media analyses. Since 1994, over 160 scientists and experts have been involved with this project, which is sponsored by the Thunderbird School of Global Management in the USA.

The reputation of leaders is bad-- but are they really bad? An answer to this question is hard to find, even in a 10 year long project like GLOBE. It’s easy to discover just how managers imagine good leadership to be. That, however, can also be very revealing. Out of the nearly 100 years of scientific leadership research that is meanwhile available, some basic conclusions can be reached. There are essentially two types of leadership behavior. First, there is the largely task-oriented leadership behavioral type. In this scheme, concrete goals are established as much as possible, and a person strives for the reaching of these goals through the use of relevant supervision and incentives. Second, there is the personally-oriented leadership behavioral type. In this scheme, a person looks to the needs of his colleagues; he motivates and supports them in the process of task accomplishment and in their own professional development.

In Germany, people are more open to task-orientation, according to the GLOBE. For this study, 17,000 middle managers in 62 countries were asked about the signs of good leadership. These managers were asked to imagine an actual person in their circle, the best person they knew, so to say. The result: compared internationally, the German leadership culture shined when it came to orientation towards high performance and the future, but it also showed a strong tendency towards the avoidance of uncertainty at the cost of innovation and the willingness to experiment. When it came to being people oriented, Germany ranked near the bottom. The most unique message of the GLOBE study is that German managers don’t even expect people orientation on the part of upper leadership. That could mean that a lack of social competence on the part of managers in Germany is widely accepted or at least tolerated. In Germany, leadership still means to be strict about business and stern towards employees.

But that’s changing! Professor Brodbeck of LMU Munich, an author of the study, has devoted himself to this theme in particular. In Germany, a yearning for new leadership is growing. In the scope of the GLOBE study, socio-cultural values were also researched. In the future, leadership personalities with a higher level of social competence will be in demand. These leaders will be expected to be motivating, cooperative, tolerant, open and fair. A good manager needs his colleagues’ trust in order to help the company progress, says Professor Brodbeck. When colleagues no longer give their best (and that includes offering constructive criticism) but instead only give the boss lip service to avoid losing their jobs, every company will soon have problems. When trust is no longer institutionally secured, modern leaders must introduce it through other means. Leaders have to respond to their colleagues and show social competence more than they did ten years ago. The insight that one’s colleagues are one’s most valuable capital is beginning to come to light little by little. This change still needs time, according to Brodbeck. However, a lot is already occurring in middle management. A more humane management style will become established. This is already happening in the international business world. Inspiring findings are already available, even for upper management. Studies in the USA have shown that boards of directors, for example, in which the power is shared and which function as teams, can stand their ground better than others and can adjust the company faster to new structural conditions. The change in management will be forced by the economic pressure to succeed.

Read the interview with Professor Brodbeck from the Süddeutschen Zeitung at Press.

Management Trends- Culture, not Cost Cutting

from Lothar Kuhn- Manager-Magazin.de

Corporate culture plays a decisive roll in company success. This has been shown by a study conducted by the business consulting firm Bain & Company. Furthermore, according to this study, customer care is back in fashion, and pure cost cutting is losing importance in comparison.

Hamburg- "Corporate culture is as important for company success as is strategy". This is the most important trend evident among this year’s expert panel at Bain & Company. Darrell Rigby, one of Bain’s partner’s from Boston, polled 1,221 managers throughout the world for his study. The Harvard Businessmanager presents the complete results exclusively in its 07/2007 issue.

Ninety one per cent of those polled agreed with the statement regarding the importance of corporate culture. Ranked second place, with 87 per cent, was information technology, from which the managers hope for a considerable competitive advantage, as always.

With 79 percent of the responses, the statement "Innovation is more important for long-term success than is cost cutting" still took third place.

In a second part of the panel, the leaders had to name the management instrument which, in their opinion, was the most useful. The highest scores were awarded to strategic planning, customer segmenting and customer relationship management. Instruments which mainly serve cost cutting, such as off-shoring and outsourcing, lost in importance by comparison.

Bringing up the rear on the management instrument hit list are the usage of RFID (Radio Frequency Identification) and in-house communication over the internet in the form of so-called corporate blogs.