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In a world that is changing daily, companies need managers with future expertise. Traditional management methods are no longer sufficient. Today, management development must be thought of differently. The KIROI concept is an innovative approach that is attracting more and more attention. Step 9 in the KIROI concept in particular provides valuable impetus for promoting the necessary future skills in leaders. This blog article shows how transruptions coaching can support you and your organisation in this important development process[20].
Why leadership development is more important today than ever before
The demands placed on managers have changed fundamentally. Digitalisation, global markets and constant change are shaping everyday working life. Companies are recognising this: Old hierarchies no longer work. Teams work in a hybrid and distributed manner. Employees expect different leadership qualities than before[2].
Management development is therefore no longer an optional luxury. It is a strategic necessity. Organisations that invest in their managers remain competitive. They retain talented employees and create a culture of collaboration.
The reality is that many managers feel overwhelmed. They have to make decisions faster than ever before. At the same time, they have to motivate and develop their teams. This is a real challenge. This is exactly where modern leadership development comes in. It supports managers in mastering these new challenges.
The KIROI concept and its revolutionary approach
KIROI is a comprehensive concept for transformation and development. It consists of nine consecutive steps. Each step builds on the previous one. The concept takes into account both the personal and the organisational level.
The first eight steps lay the foundations. They help to gain clarity. They support reflection. They promote new perspectives. But step 9 is special: it is the step towards the future. It revolves around future competence. It makes management development future-orientated.
What makes step 9 so special and effective? It combines everything learnt with concrete future scenarios. Managers learn to transfer their competences to new contexts. They develop resilience. They practise adaptivity. They sharpen their intuition for future challenges.
The five dimensions of future competence in leadership development
Modern management development is based on five key future competences. These are not optional. They are essential for success[2].
Firstly: adaptability and change competence. Managers must be able to deal with uncertainty. They must proactively shape change. A medium-sized technology company realised this: The managing director underwent targeted coaching on change management. After three months, he led his team through a digital transformation. The employees realised: The boss trusts the process. This created security and commitment.
Secondly, creative and networked thinking. Complex problems need creative solutions. Managers need to think cross-functionally. A large industrial company introduced innovation workshops. Managers from different departments worked together. They developed new business models. This was only possible because the management development programme had trained creative thinking.
Thirdly, emotional intelligence and empathy. Leading people means understanding people. Managers need a high level of emotional intelligence. An international company noticed that staff turnover was high. The problem was not pay. It was the management culture. An intensive coaching programme on emotional intelligence changed the situation. After six months, staff turnover fell by 30 per cent.
Fourthly, digital expertise and technological understanding. Managers need to understand what digital transformation means. They don't have to programme technology. But they do need to recognise its potential. A financial services provider trained its managers in data skills and AI basics. The result: they were more confident in using new technologies.
Fifthly: Sustainable and value-orientated leadership. Modern employees want more than just a salary. They want meaning. Managers need the skills to lead in a value-orientated way. A consumer goods manufacturer integrated sustainability into its management development programme. The result: young talent preferred to work for this company.
KIROI Step 9: The bridge to future expertise
Step 9 of the KIROI concept is the interface between the present and the future. It utilises a special coaching format. This format is called transruption coaching. It accompanies managers through deep transformations.
What exactly happens in step 9? Managers are confronted with future-oriented scenarios. They reflect on their previous management patterns. They scrutinise assumptions. They develop new mental models. This is not superficial training. This is real development work.
Transruption coaching is clearly positioned here as support for leadership development projects. It is not about quick solutions. It is about sustainable change. Coaching supports managers in mobilising their own resources. It provides impulses instead of dictating answers.
Practical application of KIROI step 9
What does the actual application look like? The KIROI concept works with several techniques. The first technique is scenario planning. Managers draw up scenarios for their future. What could happen in two, five or ten years' time? How do they want to lead then?
The second technique is deep reflection. Questions are asked such as: What is my own leadership narrative? Which unconscious beliefs guide my actions? What skills do I still need? This reflection is uncomfortable. But it works.
The third technique is peer learning in groups. Managers from similar levels and sectors meet up. They share experiences. They learn from each other. One energy company used this format. Its CEO met monthly with four other CEOs. They discussed future trends. This network was worth its weight in gold for everyone.
The fourth technique is the design of action plans. Reflection is followed by planning. What specific development steps will be taken? What is the time frame? How will success be measured? Only concrete plans lead to real change.
Methods and formats of leadership development
Leadership development requires a mix of different methods. Just one format is not enough. Rather, several senses must be addressed. This is the only way to achieve real transformation[1].
Seminars and workshops are a classic. They convey knowledge in a compact form. A logistics company organised an annual management seminar. It dealt with new trends. The managers learnt from external experts. These impulses were valuable. But they were not enough on their own.
Coaching is individualised and in-depth. A coach accompanies a manager for months. They work on specific challenges. This format is intensive. It is also expensive. But it has the deepest impact[1].
Mentoring combines experience with young talent. An experienced mentor accompanies an up-and-coming manager. This works particularly well in established companies. One automotive supplier used mentoring systematically. The rate of successful promotions increased significantly[7].
360-degree feedback offers comprehensive perspectives. A manager receives feedback from above, below and to the side. This is sometimes unpleasant. But it is valuable. One retail company used this tool regularly. The managers quickly realised how others saw them[1].
Job rotation broadens horizons. A manager changes position. She gets to know new areas. A pharmaceutical company practised job rotation consistently. This gave its top talents extensive experience. This made them better managers[1].
Action Learning combines learning with real projects. Managers work in small teams on real, complex problems. They don't just solve the problem. They also develop their skills.[1] A financial services provider put this into practice. Teams of managers worked on strategic topics. At the same time, they learnt from each other.
Combine for maximum effect
The best leadership development utilises a combination of several methods. One university successfully trialled this: it started with a workshop for reflection. This was followed by individual coaching. A mentoring programme ran in parallel. Action learning projects were organised every three months. After a year, the change was clearly noticeable. Managers reported greater clarity. Teams were more committed. Conflicts were resolved more constructively.
That shows: A mix of methods works. But it needs well thought-out planning. It needs continuity. It needs real support.
Which topics managers come to us with
In my work as a coach, I encounter similar challenges time and again. They are typical for modern managers. Some issues come up particularly often.
First topic: Authentic leadership in uncertain times. Managers report: „I don't know how to lead my team when I'm unsure myself.“ That's an honest question. Many managers have learnt to always radiate security. That no longer works today. Employees expect authenticity. They want to see that managers are also learning. This is where coaching helps to break new ground.
Second topic: Letting go of delegation and control. Many managers say: „I don't trust my team to work independently.“ That's not meant maliciously. It is often an unconscious fear. Coaching helps to understand this fear. It helps to create real personal responsibility.
Third topic: Understanding diversity and inclusive leadership. Managers often report: „I don't know how to really lead a diverse team. I don't know the differences.“ This is an honest starting point. Modern coaching helps to utilise diversity as a strength.
Fourth topic: Driving forward digital transformation. Managers ask: „How do I lead my team through digital change when I don't yet understand everything myself?“ This is common. Coaching helps to deal constructively with uncertainty.
Fifth topic: Work-life balance and burnout prevention. Managers are exhausted. They report: „I work all the time. I'm always available. That's not sustainable.“ Coaching helps to set new boundaries. It supports reflection on priorities.
The systematic organisation of management development
Leadership development should not happen by chance. It needs a system. A solid system has several phases[3].
Phase 1: Needs analysis and objective setting. The first step is to clarify: What do we need? What development needs are there at an individual level?
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