Leadership Development: Lead with inspiration
Providing guidance,
generating impact, and
creating coherence
Leaders navigate a field of tension between multiple challenges such as digitalization, increasing complexity, and ambiguity, while at the same time having to balance operational tasks and leadership responsibilities. In addition, they become points of reference and conveyors of values for their teams—a role for which they have rarely been prepared.
Many talented leaders fail not because of a lack of competence, but because no one has taught them how to “swim” as leaders.
But there is another way: How about accompanying and strengthening them on this journey with a Learning Journey?
Program for experienced leaders
Program for experienced leaders
Unleash your full leadership potential: Our customized Learning Journey helps experienced leaders create coherence, deal with contradictions, establish psychological safety, and thereby lead themselves and their teams in an innovative and effective manner.
Stages of the Learning Journey
Stage ME: Reflect on self-management and leadership attitude.
“Only through self-reflection and self-awareness can I, as a leader, develop and support others in their roles.”
- The 4 pillars of self-management (thoughts, feelings, behavior, vitality)
- Leadership role, challenges, and responsibility
- Janssen’s Model®, basic approach to change and development
- Situational leadership and personal leadership patterns
Stage YOU: Shaping relationships and collaboration in everyday working life.
“Regardless of my role, I have a responsibility to create trusting and constructive relationships through my behavior.”
- Respectful communication and appreciative feedback
- Dealing with diversity and personality types
- Coaching mentality and systemic questions
- Influencing others and conducting difficult conversations
Stage WE: Creating clarity and direction. Achieving goals together.
“From ME to WE. Developing innovative and high-performing teams.”
- Creating clarity and orientation
- Dealing with conflicting challenges and resolving conflicts
- Leadership in virtual and hybrid teams
- Developing team culture and achieving psychological safety
Stage BUSINESS (optional): Entrepreneurial thinking and action.
“As a leader who thinks and acts entrepreneurially, I must take responsibility and use strategic foresight to recognize opportunities and make sustainable decisions.”
- Strategy development and implementation
- Understanding financial indicators and KPIs
- Shaping sustainable transformation
- Promoting innovation and future orientation
Example of a Learning Journey for
experienced leaders
Duration: 9-12 months (flexibly adaptable to business dynamics)
Structure: Blended Learning with 3×2 days of classroom instruction, 6 hours of virtual sessions, approx. 15 hours of self-study
Support: CLAES AI-Coach®, GoodHabitz Online Library, optional individual coaching
AI-supported
Blended Learning Journey with self-study units,
Digital Learning Platform,
CLAES AI-Coach®
3×2 days in person,
2 virtual sessions +
15 hours of self-study (by arrangement), over
9-12 months
CONTUR Certification:
Qualified
Leadership Certificate
Over 25 years of
experience, active on
3 continents,
internationally available in multiple languages
References
We have already successfully implemented leadership development programs with these customers.
The Impact of Our Learning Journeys
Benefits of strategic leadership development
Development opportunities for experienced leaders through the Learning Journey:
- Role clarity: Clarity about your own leadership role and identity
- Practical tools: Concrete tools for difficult leadership situations
- Emotional intelligence: Strengthening self-reflection and EQ
- Communication excellence: Improving conversation and coaching skills
- Entrepreneurial mindset: Developing strategic thinking
Benefits of the program for top management:
- Strategy implementation: Better implementation through competent leaders
- Employee retention: Increased motivation and commitment within the team, less fluctuation
- Increased efficiency: Reduced conflicts and improved collaboration
- Leadership skills: Systematic strengthening of leadership skills
Strategic opportunities for companies:
- Cultural development: Sustainable anchoring of leadership values, reduction of staff turnover and absenteeism
- Change capability: Increased willingness to change and competence
- Innovation & performance: High-performing teams and employee engagement
- Future viability: Development of leaders capable of transformation and a more resilient organization
Development opportunities for experienced leaders through the Learning Journey:
- Role clarity: Clarity about your own leadership role and identity
- Practical tools: Concrete tools for difficult leadership situations
- Emotional intelligence: Strengthening self-reflection and EQ
- Communication excellence: Improving conversation and coaching skills
- Entrepreneurial mindset: Developing strategic thinking
Benefits of the program for top management:
- Strategy implementation: Better implementation through competent leaders
- Employee retention: Increased motivation and commitment within the team, less fluctuation
- Increased efficiency: Reduced conflicts and improved collaboration
- Leadership skills: Systematic strengthening of leadership skills
Strategic opportunities for companies:
- Cultural development: Sustainable anchoring of leadership values, reduction of staff turnover and absenteeism
- Change capability: Increased willingness to change and competence
- Innovation & performance: High-performing teams and employee engagement
- Future viability: Development of leaders capable of transformation and a more resilient organization
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. 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.
customer story
Development Program for Leaders
Customer
LÄPPLE AG is a globally active medium-sized company in the automotive industry with over 100 years of history. As an independent supplier of stamped parts, body-in-white components, and automation solutions, the company employs 2,000 people and supplies international premium automobile manufacturers.
Goal
The company needed support with its strategic realignment and wanted to raise awareness among its management team of the necessary change processes. The aim was to make the vision and strategy tangible and establish a uniform management culture.
Measure
Development and implementation of a comprehensive leadership development program involving the entire senior management team to firmly establish the corporate strategy.
Implementation
The program was conducted with 170 leaders in 17 cycles. Each cycle comprised 3×2 days of face-to-face training, including participant management. Senior management was actively involved through impulse inputs and moderated leadership dialogues. In addition, 70 participants took part in 5 virtual cycles comprising 4 days plus a kick-off and virtual fireside evening.
Result
The strategic realignment was successfully implemented at management level. A uniform leadership style was developed, cross-location and cross-departmental collaboration was strengthened, and a common understanding of values was established. The program has been running continuously since 2017, was successfully adapted to pandemic conditions, and is now being implemented in a blended format.
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
Our experienced team of experts is available for a free initial consultation and will work with you to develop the optimal program for your leaders.
Your contact persons
Our experienced team of experts is available for a free initial consultation and will work with you to develop the optimal program for your leaders.
FAQ’s Leadership development
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.