New in leadership:
Developing Future Skills
Our internationally proven junior management program supports junior managers in dealing with the expectations of their superiors, employees and themselves.
Our unique AI-supported Learning Journeys accompany new managers as they grow into their roles and fulfill them with confidence.
Junior Management Program
Junior Management Program
The customized development program can include various stages in the Learning Journey based on your company’s values, mission statements, and competency models.
Stages of the Learning Journey
- Stage ME: Self-Leadership in turbulent times
Take ownership of your own development and your new role.
- Stage YOU: Shaping relationships in everyday working life
From respectful communication to a coaching mindset.
- Stage WE: Achieving results together
Develop teams and inspire them in times of change.
- Example of a Learning Journey:
- Duration: 6–9 months
- Structure: Blended Learning Journey with 3 face-to-face modules (3×2 days) and 2 virtual sessions
- Support: Continuous learning through Digital Self-Learning Units, Peer Coaching, and AI Coach
AI-supported
Blended Learning Journey
Self-study units and
Digital Learning Platform
3×2 days in person +
2 virtual sessions +
2 hours of self-study (time can be arranged)
Certification:
Qualified degree certificate
Over 25 years of
experience,
also international
in several languages
References
We have already successfully implemented Leadership Development Programs with these customers.
The Impact of Our Learning Journeys
Benefits of strategic junior management development
What participants achieve through a Junior Management Program:
- Strengthening leadership skills and self-confidence in the new role
- Developing a personal toolkit for typical leadership situations
- Increasing resilience and self-learning ability
- Developing an authentic leadership style
- Promoting an understanding of leadership for a coaching leadership role
The advantages of the “New in Leadership” Program for the management:
- Faster productivity of new leaders
- Reduction in miscasting and typical “beginner’s mistakes”
- Relief through competent junior managers
- Measurable improvement in team performance
The impact of the Development Program on the company:
- Increased employee satisfaction and retention
- Establishment of a modern management culture
- Increased attractiveness as an employer
- Strengthening of changeability and competitiveness
What participants achieve through a Junior Management Program:
- Strengthening leadership skills and self-confidence in the new role
- Developing a personal toolkit for typical leadership situations
- Increasing resilience and self-learning ability
- Developing an authentic leadership style
- Promoting an understanding of leadership for a coaching leadership role
The advantages of the “New in Leadership” Program for the management:
- Faster productivity of new leaders
- Reduction in miscasting and typical “beginner’s mistakes”
- Relief through competent junior managers
- Measurable improvement in team performance
The impact of the Development Program on the company:
- Increased employee satisfaction and retention
- Establishment of a modern management culture
- Increased attractiveness as an employer
- Strengthening of changeability and competitiveness
Innovative methods for
sustainable development
Blended Learning with AI Support
Combine the best of face-to-face training, virtual sessions, and self-directed learning with the innovative CLAES AI-Coach®.
Practical transfer methodology
Specific transfer tasks and regular reflection ensure that what has been learned is directly implemented in everyday management. Our methodological approach is based on the principle of capability building, which we implement in a structured manner using the so-called Capability Building Blocks (CBB®).
Social Learning and Peer Coaching
Participants learn from each other and give each other valuable feedback – for practical solutions and sustainable success.
Scientific basis
Our program is based on neuroscientific findings on optimal learning architecture and takes modern leadership theories into account.
At the same time, current findings and trends, such as those from the Deloitte studies “Global Human Capital Trends 2025” and “Gen Z & Millennial Survey” as well as from MIT Sloan School of Management, are integrated into the didactic design of our Learning Journeys.
Unique: Use of Janssen’s Model®
A basic model for strengthening self-development and change management skills, which holistically reveals the emotional level of a change process. CONTUR is the exclusive partner of this pragmatic approach, known as the Four Rooms of Change, in Germany and China.
Strategic added value for
HR and L&D managers
Maximize transfer to everyday work
Our proven practical transfer concept ensures that what has been learned is actually applied in everyday work.
Get transparent performance measurement
With our effectiveness analysis, you can track the progress of participants.
Reduce your administrative workload
Our full-service program support relieves your HR department, while we take care of the successful implementation and monitoring of the program.
Ensure strategic anchoring in your HR strategy
We tailor the program to fit into your existing leadership development concept and talent management. At the same time, our systemic Capability Building Approach not only promotes the development of your new leaders, but also strengthens the entire corporate culture.
Promote Self-Learning and Learning Skills as Meta Skills
With us, you can strengthen your Continuous Learning Culture (CLC) within your organization and provide impulses for establishing such a culture.
How HR decision-makers benefit
from our programs
Customer success story: Junior Management Program
Aurubis, a global leader in the non-ferrous metals industry, implemented an international Junior Management Program in collaboration with CONTUR.
The goal was to develop high-potential employees in a targeted manner and retain them for the long term. In five rounds, 69 talented individuals from five countries participated and completed a customized Blended Learning Program with up to eight modules per round.
The result: 80% of participants now hold management positions or work on strategically important projects. Many were promoted one or two levels up the hierarchy immediately after completing the program.
Today, graduates represent a strong pool of future leaders and are actively driving the company’s transformation. The program has raised awareness at Aurubis of the importance of talent development and strengthened networking across the company.
Think globally, act locally – successful worldwide
International expertise for global challenges
With CONTUR, you have a partner that develops leadership skills across cultural boundaries.
Our programs are delivered in multiple languages and with culturally sensitive methodologies to meet the specific needs of local and global teams.
- Implementation on 3 continents in multiple languages
- International trainers with intercultural expertise
- Culturally sensitive adaptation of content and methods
- Consideration of regional leadership cultures
Your contact persons
Are you interested in a non-binding exchange?
Our experienced Learning Journey experts are happy to assist you with our Junior Management Programs.
Your contact persons
Are you interested in a non-binding exchange?
Our experienced Learning Journey experts are happy to assist you with our Junior Management Programs.
FAQ’s: New in leadership
CONTUR Capability Building is a holistic approach to sustainable skills development. It goes beyond traditional training by systematically merging learning and working and directly integrating practical implementation.
The core of the concept consists of three complementary dimensions
- “Will” (motivation),
- “Ability” (skills), and
- “Enabling” (systemic framework conditions).
Together, these three dimensions create the conditions for real effectiveness in supporting people to realize their professional goals, act independently, and strengthen their ability to take action.
Capability Building Blocks (CBB®) are learning units that focus on a specific field of action. Self-directed learning and social learning are supported by multimedia learning formats and innovative technologies. Targeted exercises and application phases in the participant’s own work context, followed by reflection, are a fundamental component of CBB®.
Deloitte Human Capital Trends 2025 shows how leaders can provide guidance in an increasingly complex and uncertain work environment, identify new opportunities, and ensure long-term business success by striking a balance between economic success and employee needs: „Global Human Capital Trends 2025“.
The Deloitte Gen Z and Millennial Survey 2025 is a global study with over 23,000 participants that reveals what matters to younger generations in terms of work, society, and technology—with a particular focus on their expectations of employers, their attitudes toward AI, and their desire for meaning, security, and personal development: „Gen Z & Millennial Survey 2025“
The MIT Sloan School of Management is one of the leading research institutions in the field of leadership and organizational learning. Numerous scientific studies and practical research papers have been published here, particularly on leadership and organizational learning: MIT Sloan School of Management
Continuous Learning Culture (CLC) describes a corporate culture in which continuous learning, knowledge sharing, and personal development are permanently promoted and anchored as an integral part of everyday work.
In a CLC, learning is not understood as a one-time event or occasional training, but as an ongoing, lifelong process that supports the growth of employees and the entire organization.
An established Continuous Learning Culture ensures that employees continuously develop, which significantly strengthens an organization’s innovative power, adaptability, and competitiveness.
With our Learning Journeys, you promote self-learning and learning competence as a meta skill.
CONTUR Capability Building is a holistic approach to sustainable skills development. It goes beyond traditional training by systematically merging learning and working and directly integrating practical implementation.
The core of the concept consists of three complementary dimensions
- “Will” (motivation),
- “Ability” (skills), and
- “Enabling” (systemic framework conditions).
Together, these three dimensions create the conditions for real effectiveness in supporting people to realize their professional goals, act independently, and strengthen their ability to take action.
Capability Building Blocks (CBB®) are learning units that focus on a specific field of action. Self-directed learning and social learning are supported by multimedia learning formats and innovative technologies. Targeted exercises and application phases in the participant’s own work context, followed by reflection, are a fundamental component of CBB®.
Deloitte Human Capital Trends 2025 shows how leaders can provide guidance in an increasingly complex and uncertain work environment, identify new opportunities, and ensure long-term business success by striking a balance between economic success and employee needs: „Global Human Capital Trends 2025“.
The Deloitte Gen Z and Millennial Survey 2025 is a global study with over 23,000 participants that reveals what matters to younger generations in terms of work, society, and technology—with a particular focus on their expectations of employers, their attitudes toward AI, and their desire for meaning, security, and personal development: „Gen Z & Millennial Survey 2025“
The MIT Sloan School of Management is one of the leading research institutions in the field of leadership and organizational learning. Numerous scientific studies and practical research papers have been published here, particularly on leadership and organizational learning: MIT Sloan School of Management
Continuous Learning Culture (CLC) describes a corporate culture in which continuous learning, knowledge sharing, and personal development are permanently promoted and anchored as an integral part of everyday work.
In a CLC, learning is not understood as a one-time event or occasional training, but as an ongoing, lifelong process that supports the growth of employees and the entire organization.
An established Continuous Learning Culture ensures that employees continuously develop, which significantly strengthens an organization’s innovative power, adaptability, and competitiveness.
With our Learning Journeys, you promote self-learning and learning competence as a meta skill.