{"id":348152,"date":"2024-10-27T07:23:27","date_gmt":"2024-10-27T06:23:27","guid":{"rendered":"https:\/\/sauldie.org\/de\/fuehrungskraefteentwicklung-kiroi-schritt-9-2\/"},"modified":"2024-10-27T07:23:27","modified_gmt":"2024-10-27T06:23:27","slug":"leadership-development-kiroi-step-9-2","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/leadership-development-kiroi-step-9-2\/","title":{"rendered":"Leadership development: KIROI step 9 for competence development"},"content":{"rendered":"

Leadership development** is a strategic process that supports employees in developing their leadership skills in a targeted manner. KIROI step 9 in particular provides valuable impetus for sustainable skills development as part of this process. This approach not only helps managers to expand their professional skills, but also focuses on personal and social competences.<\/p>\n

KIROI Step 9 as a supporting tool for management development<\/h2>\n

The ninth step of the KIROI process aims to identify existing strengths in managers and develop them further in a targeted manner. In practice, this means that managers use their previous experiences and challenges to reflect on which competences they would like to develop. This creates an individual competency profile that serves as the basis for the further development process.<\/p>\n

In the automotive industry, for example, managers often report that this step made them realise how important communication skills are in complex transformation processes. In the IT sector, too, KIROI step 9 helps to specifically train soft skills such as conflict resolution. In the healthcare sector, on the other hand, it is often shown that by precisely analysing one's own strengths, it is possible to manage one's own teams more effectively.<\/p>\n

Practical examples of the application of competence development<\/h3>\n

In a medium-sized IT company, KIROI Step 9 placed a special focus on agile methods for managers. This opened up new opportunities to manage employees more flexibly and react dynamically to change. Another example comes from the financial services sector, where the step helped to better prepare managers for dealing with digital tools and give them confidence in change management. Last but not least, an industrial group shows how targeted coaching following a competency analysis helped to increase team motivation and leadership quality.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> A globally active mechanical engineering company integrated KIROI Step 9 into its management development programme. This particularly strengthened the self-confidence of young managers. Regular reflection phases and coaching sessions enabled them to reduce their insecurities and take on leadership responsibilities more confidently.<\/i><\/p>\n

Key elements of competence development in management development<\/h2>\n

Skills development goes far beyond purely technical training. In addition to methodological knowledge, the development of social skills plays a central role. In addition to KIROI Step 9, we provide support here:<\/p>\n