New format: Intercultural Security Awareness Training - Example: Brazil

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The topic of safety has recently gained in importance for several companies and institutions that send their employees abroad. Many countries are increasingly plagued by violence and conflict. In Brazil, the inhabitants suffer from crime and its consequences, due to the large social divide and systematic corruption.
The majority of violent crimes in Brazil include pickpocketing, mugging people getting in and out of cars, robbing people at traffic lights, and “lightning kidnapping” (ATM stops). The perpetrators are usually individual, belligerent parties or belong to criminal gangs.
Thus, in addition to language, cultural and intercultural preparation for Brazil, the demand for security training has risen.

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"Conflict is the father of progress"

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On average, employees spend 12% of their work time involved in conflicts. In companies with more than 500 employees, even higher conflict tendencies can be observed. Mediation is one of the most promising methods of thwarting this trend. 

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Global Opportunities at the Focus of SME Support by the Federal Ministry for Economic Affairs and Energy (BMWi)

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Keynote Speaker Gerhard Hain, managing director of ti communication, spoke on the vital significance of intercultural competence.


Stefan Schnorr, head of the Digital and Innovation Policies department at the German Federal Ministry for Economic Affairs and Energy (BMWi), opened the annual convention of ZIM (Central Innovation Program for SMEs) on December 5, 2017 in Berlin. The event was characterized by globalization and its specific challenges for small and medium-sized enterprises. Two hundred representatives from SMEs and interested parties were able to experience a variety of talks on the subject throughout the day.

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Personal Resilience in Project Managers – A Practical Example

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Personal Resilience in Project Managers – A Practical Example
Burnout Spirale englisch final

While I primarily wrote about resilience techniques in project and pre-project phases in my last blog, today I’d like to turn to personal resilience in project managers. As I’ve already mentioned, a study conducted by the GPM e.V., the German Project Management Association, in cooperation with the Centre for Disease Management (CFDM) in 2014, demonstrated that burnout symptoms occur considerably more frequently in project managers who were surveyed than in employees of other occupations. A total of 35% of surveyed employees reached the cut-off score for burnout, 40% felt burned out by their work, and more than 50% feel drained by their work at least once a month.

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Resilience in Project Management

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Resilience in Project Management

For a while now, it seems another hot topic has taken hold in corporate human resources management. Hardly a week goes by where the relevant professional journals, magazines and seminar catalogues don't feature a specific topic: resilience. But what exactly is resilience?

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The First Time – Hurray, I’m the boss now! What makes new managers leaders

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The First Time – Hurray, I’m the boss now! What makes new managers leaders

Suddenly, everything has changed! The employees don’t treat you like a colleague anymore, superiors suddenly expect so much more from you, and then you place yourself under pressure, too. Meeting all expectations is an art form that nowadays unfortunately is often only learned through years of experience. In order to reduce the anxiety and stress of new managers, the teaching of management behaviour and the use of tools and resources provide a solid start to navigating safely through the challenges of everyday management.
In the education of young people, personnel management often plays only a minor role, if any at all. With the best business and technical education in their pocket, they are often met with

a great challenge for which they are largely unprepared. This repeatedly leads to situations where young managers, lacking alternatives, orient themselves toward successful superiors. There is nothing wrong with that per se. However, the question is: Does that represent personal leadership style, or must the imitator invest a disproportionately large amount of energy in being a credible copy? Wouldn’t that energy be more usefully expended elsewhere? Behaviour that is contrary to one’s own values and personality structure costs enormous amounts of energy and leads to frustration and a decline in performance, for the new manager as well as his or her colleagues. The initial enthusiasm of the new person often disappears quickly. Energy and enthusiasm for the task at hand diminish and create resistance.

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Even the Small Ones need Support

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Even the Small Ones need Support

Frequently, in small and medium-sized companies, professional preparation of employees and their families for foreign assignments is out of the question, due to costs. This is cost-cutting at a high cost.

Multinational corporations employ intercultural specialists to prepare employees and their families for expat assignments. However, the situation is often quite different in medium-sized companies: Many mid-sized firms can often only find a few or sometimes even only one employee willing to go abroad. You would expect the respective candidate to be provided preparation assistance and fussed over. Instead, professional expat preparation is frequently out of the question, since training costs are seen as separate from the consequential costs of a failed foreign assignment, or appear too high in relation to the personnel budget. However: Not preparing expatriates for the special circumstances in their new culture is saving at the wrong end.

What selection criteria play a role?

First of all, it is especially important to select the right person for a foreign assignment. Frequently, professional expertise and language skills, as well as a willingness to leave the country for extended periods, are seen as the most important criteria for employees to be sent abroad. However, these three factors alone are not enough, and repeatedly receive too much emphasis. Additional factors crucial to a specific situation can, for instance, be brought to light through intercultural training courses.

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Manage Employees – Increase Productivity

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Manage Employees – Increase Productivity

Management training for skilled and management personnel

Management means having a high degree of responsibility. If you want to successfully manage teams, you need not only expert knowledge and skills, but also expertise in employee management. Successfully managing people means increasing the productivity of your company, no matter how large.

A basic prerequisite for managers is dealing with employees in an objective and professional manner. Just as important are empathetic and social skills, needed to promote result-oriented action.

The basic seminar “Managing Employees – Increasing Productivity” provides an initial look at and the fundamentals for day-to-day management in teams, departments and companies. Participants can identify the effect of clear and result-oriented communication and learn how to make their own style more effective.

Setting: The leadership basic seminar is planned as an open or company-internal course on two consecutive days. Ideally, participants would have overnight accommodations at the conference centre, in order to allow them to also come together on a social level.

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Fit for doing Business with Germany / German-speaking-nations – Our Workshops and Seminars for doing business with German-speaking nations have got a new concept: modular structure for maximum customer satisfaction!

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Fit for doing Business with Germany / German-speaking-nations –  Our Workshops and Seminars for doing business with German-speaking nations have got a new concept: modular structure for maximum customer satisfaction!

The proven concept of practical experience of participates, guided by well experienced Senior Trainers / Consultants / Coaches reaches new levels: participants get input about work- and living environment in Germany, actively acquire hands-on know-how for excellent collaboration (Toolbox) and develop facilities to address various situations adequately: how to avoid conflicts, how to figure out what makes the German’s tick, what are their expectations and how to deal with it efficiently.

Custom-made Training Programs

The modular structure of the workshops allows the “perfect fit Workshop” according to clients’ needs. Various modules can be selected and combined based on client’s key aspects. The result: maximized customer satisfaction!

Depending on requirements 1-day Seminars, 1.5 days Workshops or the optimized version of 2 days Workshop can be arranged.

Based on client’s particular requirements, Seminars and Workshops are available for participants in general with standardized program as well as custom-made in-house trainings. Locations are in India as well as in German-speaking countries in Western Europe. Training languages can be either English or German. Bi-national, Indo-German Trainer Team is on call.

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Tomorrow’s Leaders - How to retain young professionals to your company

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Tomorrow’s Leaders - How to retain young professionals to your company

Management trainees, whether hired externally or internally, are the potential and capital of a company. They lead the enterprise into (and in) the future. They are generally highly motivated and well-educated, have mastered new technologies and exhibit extraordinary achievements and results. They approach their leadership tasks armed with enthusiasm and new ideas.

Management trainees are usually young, many having rapidly completed a degree programme and started a career. According to a study of selected candidates, being recruited as a management trainee or “high potential” leads to a justifiable sense of pride, but also often to a feeling of being implicitly good. And if you are good, you become the benchmark!

What does it have to do with management?

Exhibiting extraordinary achievement in a field does not automatically qualify anyone to be a manager. Now, more than ever, management means the individual development of employee potential and the management of relationships, all with the goal of enabling people to achieve their full potential through cooperation in the structures and processes of your enterprise. Management trainees without management knowledge, management experience and self-reflection often treat others as they themselves would like to be treated. This benevolent yet naive management style assumes that other people in similar situations behave according to one’s own structures. However, behaving contrary to one’s own value and personality structures requires an enormous amount of effort and leads to frustration and a decline in performance, both on the part of the management trainee as well as that of his or her employees. The trainee’s initial enthusiasm often evaporates. His or her energy and eagerness for the task at hand diminish and trigger resistance.

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