How to lead a business through the digital transformation [Development approaches]

How to lead a business through the digital transformation [Development approaches]

by | Jan 24, 2018 | Agile Leadership, Leadership Tips, MDI Inside | 0 comments

Modern technologies have changed our working conditions. Digitalization has become the number one leadership challenge. In order to succeed as a company in times of this digital revolution, a new, agile leadership approach has become a matter of survival.

Whereas the business world used to be rather steady and predictable before the digitalization, it is increasingly volatile, uncertain, complex and ambiguous (VUCA).

Nevertheless, many leaders still employ practices, strategies, and tools that were common in times before digitalization, where leadership was long-term, bureaucratic, hierarchical, directing and instructive.

But – this leadership model is no longer up to date due to the changes in the business world. Specifically, this means that

  • the “internet of things” is real
  • information is accessible to everyone instead of a small group only
  • old businesses close down and new ones open up every day
  • former constants now underlie regular change
  • expertise shows in a well-developed resource-network rather than mere theoretical knowledge

 

 What are the consequences of the digital revolution for leaders?

 

Due to the changes in our business world, a lot must change on the leadership level as well. Leadership must be adapted to constant changes and keep track with the latest technologies and trends. But what are now the specific consequences for leaders?

  • Traditional development is expensive and time-consuming
  • Teams need to be empowered; collaboration is essential
  • Development often requires customers to be involved in the process
  • Requirements are constantly changing
  • No clear conclusion, development continues

 

In short: a new leadership approach is needed.

 

We need a leadership approach that is natively adaptive to change – and does not build upon past conditions. An approach that does not assume that the world is stable and predictable – but rather is aware of the fact that the fundamental conditions have to be questioned again and again during a project. After all, the future of business-success belongs to those, who know how to use the changes for themselves and to turn challenges into opportunities.

The future of business-success belongs to those, who know how to use the changes for themselves and to turn challenges into opportunities.

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Agile leadership as a new leadership approach

 

Agile leadership originates from the IT industry, which is an industry that is constantly changing. This leadership approach is designed for fast changing cycles and is using shorter sprints, iteration cycles, and continuous feedback. Agile leadership is driven by transparent processes and developments and supports team-collaboration, communication, and interaction within the team.

What do you need as an agile leader to be successful in today’s world?

agile leader in digital transformation
  1. A new mindset, to see change as an opportunity to create an agile organizational culture, to communicate the „big picture“ and to always be one step ahead of the competition.

Individuals & interactions instead of processes & tools

Working software instead of comprehensive documentation

Customer collaboration instead of contract negotiation

Responding to changes instead of following a plan

2. A new skillset, to create the framework and infrastructure for an individual development of each employee.

Skills, an agile leader needs to have

 

  • Entrepreneurial thinking
  • Strong customer focus
  • Employee focus
  • Teamwork
  • Self-leadership and reflection
  • Tolerance for ambiguity
  • Flexibility
  • Change management competencies
  • Solution competency
  • Leading virtual teams, leading from distance
  • Knowing agile work and management methods
  • High communication competency

 

3. A new toolset, to successfully implement the theory into practice and maintain an agile organizational culture.

Design Thinking, OKR, Scrum, Lateral Leadership & Co.

What are the concrete consequences for you as a leader?

 

Due to the digitization, roles and responsibilities have changed within companies. The market is changing daily and the world is becoming increasingly uncertain. Agile leadership is indispensable in order to be able to assert itself as a company on the market in the long term. However, the successful transition to an agile leadership model requires the full support of everyone involved.

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Leadership development in South Africa – Insights from a trainer

Leadership development in South Africa – Insights from a trainer

by | Aug 8, 2017 | Best Practice, International leadership development, Leadership Tips, MDI Inside, Training Insights | 0 comments

South Africa – also called the rainbow nation – is famous for its beautiful beaches, an impressive wildlife, the warm hospitality of the people and much more. The country doesn’t have an easy past though. Uncertainty and intercultural conflicts are still noticeable. We talked to Gerard Le Sueur from South Africa, who is working as a trainer for almost 20 years about the current challenges, differences to Europe and the being a trainer in times of digitalization.

The current situation: a challenging environment and the Seta system

 

According to your opinion: What is currently the biggest challenge for organizations in South Africa?

 

Gerard: There are a few: the political uncertainty/turmoil, corruption and ethical issues involved in that, economic climate and uncertainty, including uncertain and changing economic policy, a political economic atmosphere that is unfriendly to business, navigating the volatile and the uncertain environment every day.

 

“Nice to have” or a strategic factor of success: How do you experience that South African organizations view (international) leadership development at the moment and how will that be in the future?

 

There are different levels or hierarchies. Multinational companies, like European ones will very often follow the global trend to focus on their core business and outsource product and service delivery. This delivery is mostly global and from one or few sources; one global delivery. The same is true in South Africa, where multinationals will drive delivery of leadership training from a single point, often outside of South Africa. Large South African organizations follow the trend in that they will follow the Leadership technology that is trending and they don’t fall far behind. Here these South African organizations will often use Business schools or very well-known consulting companies to delivery programs. The fact that in South Africa there is a system for delivering training that is acknowledged officially via Seta’s (points), which can collect towards an official qualification or access to university programmes, means that there is often collaboration with business schools or officially recognised Seta providers. Locally there is is also a tendency to developing leadership skills in levels, basic management (upskilling people who have little “technical” management experience), where one would say the leadership is not new or sexy, but as the leadership level and experience increases there is more strategic and personal process side of Leadership that is found, like you do globally.

Training designs in South Africa & “African leadership”

 

As we all know international leadership development is a lot about intercultural awareness and empathy. For a training professional doing a leadership program in South Africa: What would you as the expert recommend and are there important things he/she shall pay special attention to?

 

You are never an expert, just another person in the room. We are different and the same. Don’t pretend to be the same, when you aren’t and don’t be totally different (better or not from here). When you engage deeply in South Africa it stretches you. Concepts like VUCA are everyday real experiences, you need to be able to feel totally uncertain, listen deeply and say you are sorry without losing your center. A friend says, “It’s the choice between being right or happy.” In Africa, this choice will confront you!

 

People from many different cultures are living in South Africa and there are eleven official languages which are probably not always easy: Are there any typical challenges when it comes to the cultural differences of the participants of a leadership program and did it change a lot in the last couple of years?

 

In South Africa, there is a huge discussion going on about “what is African leadership?”  This comes from the colonial inheritance, which involves EVERYONE, even Europeans coming over to work in South Africa. So we need to be very open to questioning and discussing what works for South Africa. Even if you agree to come up with the same result, the discussion and questioning are important. Don’t bring your powerpoints and say this is how the world works.

There is a higher level of volatility and dissatisfaction, this between cultures. Meaning that the sensitivity and “aggression” is higher, but the energy generated by openness and warmth is also much higher. So never be afraid, unless you think you know better.

Design tips for your international leadership program

In South Africa, the rainbow nation, people from many different cultural backgrounds are living which is not always easy

People from Europe who don’t know South Africa may underestimate how developed South Africa actually is – in your opinion: are there any major differences between leadership development in South Africa and Europe for instance and if yes, can you tell us something about them?

 

We are talking about African leadership (maybe a more globally accepted form of leadership), inclusivity and equality on a very deep level. Europe is not really anywhere near the same depth of this discussion. The Status quo in Europe is very strong to the point that nobody really recognizes it, “They don’t see, that they don’t see what they don’t see”, whereas in Africa there is real disruption here. Chaos and lack of clarity too, but rigorous discussion and challenging.

 

Being a trainer in times of digitalization

 

What do you think of the following: In times of unstoppable digitalization – Are classroom trainings – which means face-to-face – still up-to-date or will they vanish soon? And why/why not? Can you think of any differences between Europe and South Africa?

 

The University of Stellenbosch Business school has been doing very advanced virtual classrooms for many years, including people who sit “in the room”. Running webinars, online (with presence via media tools) is very common and developing itself very professionally, using IT technology to engage and connect in very practical ways. Here I would say Europe is actually behind in some ways, partly because it’s closer and easier to bring people together, geographically and economically. This, however, does not take away the need for “presence” programs but drives the ingenuity required to deliver impactful programs that are a mix, holding the engagement over longer periods of times, using a variation of technology.

 

Let’s talk about international leadership trainings in general: what is the most important thing when working as a trainer on an international level and what are the typical challenges? Can you give us any tips?

 

An Old bushman told me, “You white people (meaning westerners) are really stupid. First, you dig/build the hole you want, then when you lie in it, you cry that it isn’t right and you need to change it. He said, “There’s nothing to change. Everything is exactly as it should be.”

I understand that it is a huge arrogance and disservice to humanity, to think we know what to do and what must change. Don’t go to a leadership training thinking you are going to “fix” something or somebody. Rather stay at home and plant some veggies, if that’s your attitude.

 

According to your opinion: What will be the biggest challenge for the training & development industry in the next 5 to 10 years?

 

Global roll-out, that suits the local requirements, including finding the right level of collaboration to make this work for both the central organization and the localized.

Our interview partner

Gerard Le Sueur is living close to Cape Town, South Africa and has more than 18 years of experience in Consulting and Organisational change development, including topics such as Agile Leadership development and development of teams. He loves to be a development guide because it is his way to stay in a relationship with the world. His personal preference regarding development fields? “Whatever moves me and pulls me towards it. I love coaching at present.”

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Leadership development in Serbia

Leadership development in Serbia

by | Jun 20, 2017 | Best Practice, International leadership development, Leadership Tips, MDI Inside | 0 comments

Interview with expert Darko Tot

Darko Tot has more than 10 years of experience in leadership development. We wanted to know more about the biggest challenges for organizations in Serbia at the moment, intercultural awareness and empathy and the future of classroom trainings.

According to your opinion: What is currently the biggest challenge for organizations in Serbia?

 

I would list two.

Due to quite low average salaries and high unemployment rate, it is quite easy to find new employees for the majority of positions. Very often the approach is that it is easier (and less expensive) to replace someone than to invest into his development, to dedicate time and effort, to coach etc.

On the other side, due to the opening of new positions, we were eye-witnessing that some positions were having extremely fast expansion. Someone started as a salesperson in one company, then the new company entered the market so s/he applies for a supervisor position and, due to some experience, got it. And then a new company came looking for a sales manager, so s/he appeared to be a good candidate. Soon after that, that person became, for example, sales director (similar can be applied to HR, etc.), with just a couple of years of experience. Now, being there it is difficult to acknowledge that development was too fast (actually I hear that only from one person in my about 15 years of experience). And this situation creates a lot of difficulties…

 

“Nice to have” or a strategic factor of success: How do you experience that Serbian organizations view (international) leadership development at the moment and how will that be in the future?

 

When I started to work in leadership development, back in 2003, participation in trainings was seen more as “punishment” and a sign that “I must be doing something wrong” than an opportunity to improve and develop.

The situation has changed a lot ever since.

However, my impression is that most of the companies are still on the level “nice to have it” or “when others do it, then we will do it, too”. Although it is not necessarily the wrong starting point, it appears in many cases that development programs are not well prepared, goals are not clear, everything is done in the last minute, just to tick the box. The selection of the participants is either too narrow or too wide. As a result, occasionally, in some companies, you might hear “training, oh not again please”.

The future will depend on a couple of factors out of which I would highlight the two: quality of HR people in the companies and quality of providers. The first one plays the key role in preparation, development of internal processes, creating a proper climate, understanding costs of both training and non-training and available options. The second one is interlinked very much with the first one. Simply quality on the demand side will set up the quality of the supply side. Or, to paraphrase famous Lewis Carroll quote: If you don’t know what you want from the training, any training will get you there.

 

You are a trainer and professional for many years already. According to your experience: What are the differences between development measures (trainings, digital learning etc.) in Serbia and, for example, in Austria or Germany?

 

I would say that it is the approach, attitude and consequently impact. My impression is that when working with participants coming from Austria or Germany investment into development is seen as critical for their personal success and therefore they are showing a higher level of commitment. This might be also linked with better understanding and existence of wider opportunities on the market and better preparation of development measures. At the same time, there are also bright examples in Serbia, so everything is having a strong cultural component.

 

What is most important when working as a trainer on an international level and what does it take to be an international training and development guide? What are typical challenges and do you have any tips?

 

Readiness to learn and constantly develop, openness to new experiences, flexibility to understand and approach different personality styles, the capability to motivate people, to help them in becoming better persons and professionals.

And all these elements have their positive and challenging side. The biggest risk is to think that you know it all and to stop focusing on the people in front of you. All in all, you simply have to love it, to enjoy working with and for the people.

Leadership development

The most important thing when working as an international trainer? Motivate people, help them in becoming better persons & professionals: you simply have to enjoy working with and for the people

International leadership development is a lot about intercultural awareness and empathy. For a training professional doing a module of a leadership program in Serbia: What would you as the expert recommend? To what shall he/she pay special attention and what is important? What are your tips for success in order that the training is really beneficial for everyone?

 

I have learned with one of my first clients that you are not the expert just because you say so or because you have some internationally recognized certificates. One of the things I have learned during my study at the Chartered Institute for Personnel and Development (CIPD) in London is that as a professional trainer you need to “enter into their shoes”.

Being able to establish head-to-head and heart-to-heart communication with an individual and a group is the prerequisite of the success. And always to be aware that you are there for them and not the other way around. It is not about you being smart but helping them to do what they are doing faster and better.

Once people recognize that, you are on your way to succeeding.

 

What do you think of the following: In times of unstoppable digitalisation – Are classroom trainings – which means face-to-face – still up-to-date or will they vanish soon? And why/why not? How to deal with that situation?

 

My humble opinion is that we should invest in the new forms, without abandoning the traditional ones. Technology development is faster than evolution dynamic. If, just because we have new modern ways of communication, we stop meeting people in the real world, having coffee with them etc. – then we will face many psychological challenges that a training or coaching will hardly be able to solve.

As new modern cars should not prevent walking, possibility to see every corner of the planet from our sofa shouldn’t replace visits to new places or computer sports games shouldn’t stop real sports activities, also digitalisation should not lead to the end of face to face trainings. After all or before all, we are social beings and ultimately we like meeting other people, discussions, interaction etc.

 

According to your opinion: What will be the biggest challenge for the training & development industry in the next 5 to 10 years?

 

In the era in which we are receiving so much information per day everybody knows or have read something about almost any topic no matter if this is climate change, economic development, time management or leadership.

Although superficial, such knowledge creates the impression, yes I know that. And as a result, I believe that we will have more and more of this “I know it all” approach. Overcoming that and motivating people to really invest in themselves and go beyond the first page on Google or  2 minutes video on YouTube will be more and more difficult. Already today we have to deal with “I want it all and I want in now” and we all know that training is not that sort of the game. It is not a short sprint, it is rather a marathon.

Darko Tot leadership development in Serbia
Our interview partner

Darko Tot has more than 10 years of experience in international leadership development. His passion is to meet new people, hearing their personal stories and learn more about their jobs. He likes to work in the leadership development field because it gives the biggest opportunity to influence in a broader context, to provoke people to make changes and to achieve some impact.
His motto? When started to work and opening my own consultancy business the motto set up was “Your success is our mission!” And that’s how I act ever since then (And, by the way, it sounds much better in Serbian)

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Leadership development in Greece

Leadership development in Greece

by | Jun 6, 2017 | International leadership development, MDI Inside, Training Insights | 0 comments

Interview with expert Sotiris Karagiannis

 

Sotiris Karagiannis is a trainer at MDI with more than 20 years training and consulting experience in Greece, wider Balkans, and the Czech Republic. We talked to him, amongst other things, about the current situation of leadership development in Greece, the differences to Austria and the typical challenges in international training.

 

According to your opinion: What is currently the biggest challenge for an organization in Greece?

 

Sotiris: Undoubtedly, the future gave the prolonged financial recession that has resulted in shrinking household incomes, ambiguity, and pessimism. Also, heavy taxation and the lack of external financing raises high barriers to any Greek company that wants to grow in this turbulent environment.

 

How do you experience that Greek organizations view (international) leadership development at the moment?

 

Currently, the emphasis is on training the front line staff, mainly salespeople. This is understood since companies are currently more concerned about getting sales than training other staff in soft skills.

 

What are the differences between development measures (e.g. digital learning and training) in Greece and, for example, in Austria or Germany?

 

The difference to Austria or Germany is that digital learning is lagging behind. One reason could be attributed to cultural differences between the South and the West. In the South, communication is preferred to be face-to-face –or in general terms physical – than digital. There are hybrid programs though but the demand is not as high as in Austria or Germany.

 

What is the most important skill and what does it take to be an international training and development guide and can you tell us something about typical challenges and give us some tips?

 

I think the typical challenge is how to deal with different cultures. Hence, preparing for a training and development program on an international level should include getting familiar with the culture you are about to meet. In any case, working internationally is a great experience since you expose yourself to different habits and traits and that widens your own perspectives. This is especially important for leadership training and development since each culture may have a different understanding of what leadership really is.

 

International leadership development is a lot about intercultural awareness and empathy. For a training professional doing a module of a leadership program in Greece: What would you as an expert recommend? To what shall he/she pay special attention and what is important? What are your tips for success in order that the training is really beneficial for everyone?

 

Greece is a culture with still a high level of power distance and intolerance of ambiguity. People tend to follow their superiors’ orders or advice and there is little emphasis on assuming personal responsibility and taking initiative. Especially today, most employees ‘play it on the safe side’ and don’t take risks since the possibility of failure may have a serious impact on their future.

However, this must not be taken as characteristic of every Greek employee or company. It is wrong to generalize, so for a trainer knowing the culture of the company they would offer their services is absolutely necessary even at the development stage of a program, not to mention the delivery. Also, for a leadership program to be really successful, those who will attend it should have a very high level of awareness of where they personally are as leaders, before they lead others.

 

What do you think of the following: In times of unstoppable digitalisation – Are classroom trainings – which means face-to-face – still up-to-date or will they vanish soon?

 

I don’t think that it is possible to train people in soft skills by means of a digital program. It may be that the younger generations process information in a different way from the older ones but I cannot see how a digital training and development program can provide a high level of interaction as a face-to-face. I would see digitalization more as a great supplement to a soft skills training.

 

According to your opinion: What will be the biggest challenge for the training and development industry in the next 5 to 10 years?

 

There seems to be a need to boost people’s engagement levels more and to provide a working environment that promotes well-being and happiness. Also, raising the levels of the challenge at work is another necessary enrichment to ensure that people do what really excites them and they do not get bored. We have been talking a lot about fighting burn-out but boredom is another serious symptom we need to fight against if we want people to feel engaged and see a purpose in what they are doing

Sotiris MDI trainer Greece
Interview partner

MDI trainer Sotiris Karagiannis has more than 20 years of training and consulting experience in Greece, wider Balkans, and the Czech Republic. Among others, one of his core competencies is leadership and organizational behavior. His personal passion is leadership, change and the pursuit of happiness. Originally from Greece, he currently lives in Prague, where he works as a trainer.

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Implementation of OKR – Experience report from a CEO

Implementation of OKR – Experience report from a CEO

by | May 23, 2017 | Agile Leadership, Lateral Leadership, Leadership Tips, MDI Inside | 0 comments

Experience report from Mag. Gunther Fürstberger, CEO of MDI Management Development International.

At the end of 2016, a big car manufacturer invited us to help with the implementation of the OKR system – objectives and key results. It is important to us that our work is based on personal experiences. Therefore I decided to implement OKR at MDI from the beginning of January 2017.

2016 was not a very successful year for us anyway. We did not achieve our sales target and had a higher staff turnover than wanted. Responsibilities were not clear, employees were overstrained, the productivity was decreasing, the conflict culture was aimed at prevention and the management was not very happy about that.

Together with OKR, we introduced a new team structure and a rolling budget. The new team structure contributed to the reduction of complexity as it reduced the number of contact persons for the employees and trainer at MDI. The “rolling budget forecast” helped us to get rid of this rigid annual plan, which is usually out-of-date after the first quarter already. It gives us the possibility to adapt our resources to current developments.

At the same time, there are different kinds of views on the realization of OKR. I opted for an agile 80% approach: even though not everything was prepared yet, we started nevertheless. I visited a one-day-seminar, watched a series of YouTube videos, for instance about the implementation at Google, and defined some important cornerstones to start with the implementation of the OKR system.

Levels:

  1. Organization level,
  2. Individual OKR’s with the people who report to the managing level,
  3. Individual OKR’s of all other employees with their executives

Amount of the objectives: 3 – 5 objectives, max. 4 key results per objective

Ambition: achievement of objectives: 70%

Transparency: Google document and a poster with all the OKR’s in our kitchen: everyone can see each other’s OKR’s and grading, as well the achieving objects of the management.

Frequency: every quarter

All hands OKR meeting

Monthly meetings give employees the chance to talk about their individual objectives and to see where everybody stands at the moment

Meeting structure

 

OKR meeting:
  • Frequency: every quarter
  • When? Just before the new quarter starts (4th Thursday before the end of the quarter)
  • Duration: 6h meeting (from 10 am – 5 pm with a lunch break)
  • Purpose: to assess the company’s OKR’s from the quarter and define new ones
  • Who: one representative of all divisions: all in all 6 people

 

All hands meeting:
  • Frequency: monthly
  • When: 4th Thursday of a month at 10 am.
  • Duration: 30 minutes
  • Purpose: every employee talks about their OKR’s and where they stand at the moment
  • Who: every employee

 

Individual OKR meetings:
  • Frequency: every quarter
  • When: last week or first week of the quarter
  • Duration: 1h
  • Purpose: check and definition of your personal OKR‘s
  • Who: every employee with his/her executive

 

Jour Fixe:
  • Frequency: every or every second week
  • When: agreed individually
  • Duration: 30min
  • Purpose: check of the OKR’s and support for your everyday working life
  • Who: every employee with his/her executive

In December I wrote a temporary strategy for 2 years and invited the representatives from the most important divisions at MDI to the first company OKR meeting. We did not have an OKR-master back then (role as driving force, meeting moderator), therefore I was the presenter of the first meeting.

The meeting was planned to last 6h and we needed every single minute but we achieved quite a lot in the end:

  • We had one “volunteer” who wanted to take over the role of the OKR-master
  • We worked together on a concept “how OKR should look like at MDI”
  • We defined 4 objectives with each 4 key results
  • About 60% of the final OKR’s were suggestions from the team, the rest was suggested by the management

Even though we were quite exhausted afterwards, we were convinced that the OKR’s can help us to focus on the essential things. We put a poster in our kitchen with the OKR’s, which we wrote down on 4 flipcharts, our mission-vision-value-statements and our 2 years strategy. From January on we started with our individual OKR meetings. We only had one hour to define individual objectives but it worked out in the end.

To set priorities and to formulate ambitiously, measurable key results was quite an effort but saved us valuable time in the end because we knew exactly what our focus was.

We wanted to know more about OKR and therefore our OKR master attended a 3-day OKR-master-training at another institute and came back with a lot of new ideas.

Some of them were for instance:

  • A preparation template for the “all hands meetings” to increase their relevance.
  • Team OKR’s instead of individual OKR’s for every employee
  • Starting with the second quarter, we defined 3 objectives with each 3 key results instead of 4 objectives and 4 key results.

My colleague will explain more about this in another blog article.

Current results evaluation:

It looks like 2017 is going to be the best year in the company’s history. The incoming orders rose by 26% compared to the previous year. The profit has more than doubled and the staff turnover has decreased. However, the challenge now is the expansion and development of the team to keep up with the current growth. Let’s see how the journey continues.

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Project management of international leadership programs – my experience at MDI

Project management of international leadership programs – my experience at MDI

by | May 17, 2017 | Best Practice, International leadership development, MDI Inside | 0 comments

The main task of a project manager at MDI is the organization of different international leadership programs. We talked to Katharina Sonnleitner, who has been a project manager at MDI since 2015, and wanted to know how her daily working routine looks like and what challenges arise in the organization of international seminars.

 

How would a day as a project manager look like at MDI?

 

Monday 08:00 am. – I arrive at the office and minutes later I get a call: the package cannot be found at the hotel where the seminar takes place and I should take care of it: the training starts in one hour. I call the forwarder, who tells me that the package was already picked up last Wednesday and according the tracking number it should have been delivered a few days ago. The lady on the phone will have a look at it and will get back to me. To make sure that the package will arrive on time, I have to call the hotel again to make sure the person who is responsible for that will bring the package to our trainer. The person responsible is not at work today – they will look at it again and will get back to me – that sounds familiar to me. In the meantime, another call and text message from the trainer … “Do we know more about the package?” Then a call from the forwarder, the package was received on Thursday, so it must be at the hotel already. I call the hotel for the 3rd time and they tell me that it was delivered to the wrong room but will bring it to our trainer immediately. Well, now everything is sorted out and the training can start. The first thing I am going to do now is getting a coffee – everyone who thinks that the day of a project manager is predictable, is wrong.

 

What are the main tasks of a project manager when it comes to the organization of a seminar?

 

The requirements for a project manager are very versatile, ranging from organizational talent and flexibility, to results orientation, openness and emotional intelligence. Business knowledge is an asset, language skills and IT expertise are indispensable. One of the most important skill is the ability to analyse problems and make decisions based on them. I can absolutely agree that all the points above are very important to master my every day working life. MDI is characterized by its internationality and carries out leadership programs in many different countries. International projects are interesting, but as well complex and challenging. As a project manager, I need to get an insight into the corporate culture of my customers. I have to know the exact requirements and focus on all my tasks to reach the result in the best interest for the customer.
I am responsible for the smooth running of international leadership programs – which is a great responsibility and associated with many different tasks. I am in a team with my colleague who works as a training & development consultant. She designs tailor-made offers depending on the requirements of our customers. If the program has been accepted, my work as a project manager start. I am the interface between the customers and participants, trainers and the locations where the seminar takes place. I am involved in the whole project, starting with the search for a seminar date.

 

What is particularly challenging in international programs?

 

The participant-management is one of the most extensive responsibilities and includes the registration of the participants in our database, individual communication and the support over the entire period of the program. The communication is a major challenge in an international project because I do not only come into contact with different ways to communicate but I also with language barriers. The letters of invitation I send, range from German to English, French, Bulgarian, Turkish and Arabic. Even if many processes are standardized, dealing with so many languages requires a certain openness.

The same applies to our questionnaires and feedback sheets. The questionnaires are send to the participants before the start of the program to find out more about their expectations and the feedback sheet afterwards to evaluate the program. Both documents are translated in the respective language of the participants.
I am also responsible for the seminar materials. In co-ordination with the trainer, I prepare presentations, participant manuals, worksheets, development contracts and much more. Of course, these must also be written in the respective training language.  This needs a lot of coordination with translators and trainers. It is not only about the correct translation. It is very important to ensure that the language also corresponds to the respective company culture and expression, and that there is no “lost in translation”.

international leadership programs

It is not only about the correct translation. It is very important to ensure that the language also corresponds to the respective company culture and expression. This can be very challenging.

Furthermore, it is my task to organize the arrival and the accommodation for the trainers and make the trip as comfortable as possible for them. Therefore, I am constantly in contact with travel agencies, airlines, taxi companies, car rental agencies and hotels.

In my opinion, the biggest challenge is the parallel handling of many international projects. Every country, every customer and every project has its own requirements, which I have to recognize and act upon. The right timing and the perfect planning are essential for a successful program. Setting priorities has been my greatest learning since I joined MDI, and I am proud to contribute to the continuing education and development of many people and customers.

 

Your tip for the successful organization of international projects?

 

My personal tip for all those who are involved in many international projects is to define and document the goals and to do’s. If you have a good overview of all your projects, then there is nothing more standing in the way of successful project management.

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