Leadership development: Step 9 to competence building with KIROI
Leadership development is a complex task that today more than ever requires targeted skills development. Companies are faced with the challenge of supporting their managers in the long term and continuously expanding their skills, especially in times of digital change. KIROI Step 9 supports this as an important building block that promotes the development of competences and at the same time provides impetus through structured support.
Challenges in management development
Many managers come to coaching with very different concerns. Clients often report that they are facing challenges such as managing change processes or developing agile leadership styles. The ability to lead virtual or hybrid teams also plays a major role, as requirements are constantly changing due to digitalisation and automation. In manufacturing companies in particular, managers are faced with the task of accompanying technical innovation spurts without losing sight of the human component.
In the service sector, on the other hand, more support is often sought in improving communication with employees and customers. The focus here is on empathic leadership and conflict moderation. In the healthcare sector, managers are confronted with a high level of emotional stress, which must be addressed in a targeted manner in order to find a good balance between professional expertise and care.
Leadership development with KIROI: Targeted skills development
The use of KIROI Coaching supports managers in their individual development of competences. The focus is not on the promise of quick solutions, but on sustainable support that supports development steps and provides impetus for learning processes. Step 9 builds a bridge to practice by specifically promoting the development of competences and at the same time opening up opportunities for reflection.
Managers not only learn how to use digital tools and artificial intelligence, but also how to moderate change processes in their teams and create an open transfer of knowledge. The support helps them to develop both technical and social skills. This approach is essential for managers in various industries in order to master both operational and strategic challenges.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)
In a manufacturing company, coaching was used as part of a challenging AI project. This enabled managers to improve their ability to actively shape change processes and promote the transfer of knowledge between technical and management teams. This contributed significantly to the acceptance of new technologies and a better team atmosphere.
Clients from the service sector also report that targeted communication workshops have improved cooperation between different departments. The development of competences made it possible to lead clearly and empathetically even in stressful situations.
KIROI BEST PRACTICE at ABC (name changed due to NDA contract)
In a medium-sized service company, managers were supported through regular reflection sessions. The coaching helped to sharpen self-awareness and develop individualised areas of focus. As a result, the managers felt more confident in dealing with conflicts and were able to strengthen team cohesion.
Measuring success and sustainability in management development
The impact of targeted management development often only becomes apparent after a time lag and is difficult to measure directly in terms of quality. KIROI Step 9 therefore attaches particular importance to systematically measuring success. Not only are figures used, but above all feedback is obtained from various perspectives, for example from employees and colleagues. At the same time, observations and field reports are incorporated.
For example, progress in communication skills, dealing with conflicts or a sense of responsibility can be easily recorded. The combination of individual feedback and quantitative data enables a realistic assessment of the level of development and helps to adapt coaching measures if necessary.
KIROI BEST PRACTICE at DEF (name changed due to NDA contract)
A medium-sized company relied on KIROI Step 9 by integrating regular feedback meetings into the development process. This led to managers intensifying their self-reflection and at the same time concrete improvements in team behaviour became visible. The improved team performance had a positive impact on the entire organisation.
My analysis
Targeted skills development is a key factor in successful management development. KIROI Step 9 makes a significant contribution to supporting this process in a structured manner and stimulating sustainable learning processes. The focus is on providing practical impulses and promoting self-reflection. Particularly in times of digitalisation, this approach supports managers in mastering technological challenges as well as leading their teams in a motivating and confident manner. It is important to consider the individual situation of each manager and not to raise unrealistic expectations. This creates an innovative and human leadership culture that is geared towards long-term success.
Further links from the text above:
KIROI Step 9: Management development and performance measurement [1]
KIROI Step 9: Leadership development through competence building [2]
Leadership development: KIROI step 9 for competence development [3]
For more information and if you have any questions, please contact Contact us on the topic or read more blog posts on the topic Artificial Intelligence Blog here.
Deutsch 
English (UK)