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The demands placed on managers have changed fundamentally. Modern organisations need leaders who can not only manage their teams, but also moderate change processes. This is where modern leadership development comes in and offers new ways of targeted skills development through innovative concepts such as KIROI Step 9. Traditional management development alone is no longer enough. Instead, companies need a well thought-out system that supports managers in their development and strengthens their skills in the long term[1][2].
The importance of leadership development in today's working world
Managers are the backbone of every company. They influence the corporate culture, make strategic decisions and have a lasting impact on the behaviour of their teams. Effective leadership development contributes directly to success[1]. Studies show that good leadership reduces staff turnover and leads to better retention management. This minimises costs and significantly increases the performance of the workforce[9].
But how do you recognise that leadership development really works? The answer lies in the lasting change in behaviour. When employees report that their manager is more open to feedback, delegates better or resolves conflicts more constructively, then the development work has taken effect.[1] Transruption coaching provides you with targeted support in this process and gives your managers the impetus they need.
KIROI Step 9: The concept for systematic management development
This is precisely where KIROI Step 9 comes in and offers a helpful framework. This approach integrates coaching and reflects on the implementation of what has been learnt in specific leadership situations[2][6]: KIROI Step 9 focuses on competence development and recognises individual strengths. Managers are not forced into a rigid mould, but are supported individually.
Management development through KIROI Step 9 works according to a clear principle: first, skills are analysed and gaps identified. This is followed by targeted support for skills development. Finally, learning experiences are integrated into everyday working life and regularly reflected upon[2].
How does KIROI Step 9 differ from traditional training programmes?
Traditional training courses often impart knowledge in groups. Participants sit in a seminar room and listen to a trainer. Afterwards, they go back to their everyday lives and it often turns out that the new insights end up in a drawer.[1] KIROI Step 9 works differently. It combines several methods and accompanies managers over a longer period of time. In this way, knowledge is truly anchored and transformed into behaviour[2].
A mix of methods forms the basis. Knowledge transfer is combined with self-coaching. Peer coaching enables mutual learning. Practical exercises and simulations help to gain confidence. This combination of different approaches proves to be significantly more effective than isolated training measures[1].
Practical methods of leadership development in detail
Proven methods are needed for management development to have a lasting effect. These should fit the corporate culture and take individual needs into account. We present the most effective approaches.
Coaching and mentoring as the core of management development
Coaching is individualised support that specifically addresses strengths and weaknesses.[9] A coach works one-to-one with a manager. Together they work on specific challenges and develop practical solution strategies. This always takes place in the professional context in which the manager works[9].
Mentoring works differently. Here, an experienced manager shares their knowledge with up-and-coming talent. The mentor acts as a temporary sparring partner and gives advice based on their own experience.[5] Both methods are among the key tools of modern leadership[5].
Reverse mentoring is an innovative approach. Here, younger employees accompany older managers on topics such as digitalisation or inclusion[9]. This promotes mutual understanding and helps managers to understand modern developments.
Examples from large companies show their effectiveness: Google and IBM systematically use mentoring and coaching to promote the growth of their managers and achieve measurable goals[7].
Formal training courses and workshops for structured management development
Formal training courses are structured training programmes with a clear structure. They can include internal training courses, external seminars or online courses.[7] Typical topics include strategic controlling, conflict resolution and team leadership.
Modern workshop programmes combine knowledge transfer with practical exercises. Role plays allow participants to practise conversational situations that are relevant in day-to-day management[2], experience how their communication works and receive immediate feedback.
Large corporations such as Siemens and Bosch regularly offer internal management development programmes[7], which often have a modular structure. One example: a four-part programme covers topics such as interviewing, team leadership and change management. The knowledge transfer is followed by self-coaching phases and work in small groups[1].
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized industrial company specifically focussed on workshops to prepare for change processes. The managers were given practical case studies that suited the company. In the process, they honed their communication and conflict resolution skills. The result: the managers were then able to lead their teams through change processes much better because they understood the resistance and dealt with it professionally.
Action learning: learning through real challenges
Action learning combines practical learning with solving real problems. Managers work in groups on specific projects or challenges in their organisation[7] and learn how to use their skills effectively.
The advantage is obvious: the training takes place on the job. Leadership skills are tested under real conditions. The high practical relevance combined with a low time and cost factor also makes this method attractive for medium-sized to small companies[3]. Companies such as Lufthansa have successfully integrated action learning into their management development programmes[7].
Digital learning formats and e-learning in management development
Digital learning formats are gaining in importance. They offer flexibility and can convey content that focuses on technological changes.[2] E-learning platforms make it possible to prepare potential managers with customised learning and practice units.
The company deduction and the degree of interaction are significantly higher with e-learning than with pure self-study.[3] Social skills can be simulated virtually through role-playing. The training units can be repeated and accessed at any time and from any location[3].
A practical example can be seen in the manufacturing industry: digital learning modules prepare managers for new technologies. Learning sequences are combined with simulations in order to test the application in simulated work situations and receive immediate feedback.[2] In the service sector, virtual training formats have been used to enable managers to use analysis tools effectively and make data-based decisions.
Understanding the three levels of skills development
Leadership development works on three levels. Each level is important and should be strengthened in a targeted manner.
Social skills: teamwork, communication and conflict management
Social competence includes teamwork, communication and dealing with conflicts.[3] Managers with high social competence understand their employees, listen actively and resolve conflicts constructively[5].
A guideline for conflict discussions was developed in a company through the collaboration of small groups. This was later made available to other employees via the intranet[1]: Targeted processing of conflict issues leads to practical tools that are used by the entire company.
Expertise: knowledge and skills for management tasks
Expertise includes skills and knowledge for management tasks.[3] Managers must understand their industry, know regulatory requirements and be able to think strategically.
Sector-specific leadership training sequences were introduced in banks, integrating not only soft skills but also regulatory requirements.[2] Managers thus developed a deeper understanding of compliance issues and learnt agile leadership techniques at the same time.
Methodological competence: information gathering and problem solving
Methodological competence concerns the acquisition and use of work-related information and problem-solving skills[3]. Managers need methods to analyse information and systematically solve problems.
From analysis to implementation: step by step to successful management development
Successful management development follows a structured process. The individual steps are coordinated with each other.
Step 1: Analyse and determine requirements
The first step is to analyse competencies. What is the leadership quality of the current managers?[9] This can be determined by talking to the manager themselves and their colleagues.
Techniques such as the competence matrix help to record the current level of competence[9]: Where are the gaps between the current level and the company's objectives? This quickly reveals where there is a need for action[9].
Step 2: Create individual development plans for leadership development
Planning follows the analysis. The measures should always be tailored to the specific situation of the manager[9]. A generic plan does not work because every manager has different strengths and challenges.
Individual coaching and mentoring arrangements enable customised development plans[5], accelerate the process and promote targeted learning. An example: While one manager works on their delegation skills, another concentrates on their decision-making and persuasiveness.
Step 3: Combine and implement a mix of methods
The best leadership development does not use just one method. A mix of methods is much more effective.[1] For a manager, this could mean Firstly, individual coaching to prepare for a new role, then a workshop on dialogue skills, followed by mentoring with an experienced colleague.
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