neuroscience-based leadership learning
Welcome to step 5 AG and thank you for your interest in our approach to "neuroscience-based leadership learning".
Directly to a practical example:
Neuroscience-based leadership learning within YPSOMED
out of the seminar lab – into the daily (leadership) routine
Studies show that in classic leadership development programs, only about 10 – 15 % of the content is ever applied. Is this a cost-benefit ratio that you are willing to accept in your company?
We at step 5 AG would like to support you in raising this unused potential in your organization. That’s why we design learning in such a way that it takes into account and uses the fascinating way our human brain works – making learning relevant and concrete.
Do your managers often not actually have time to learn either? If learning is seen as a "additional expense," it can be seen as a problem. But we can increase learning efficiency by integrating leadership learning into everyday life. If learning is interlinked with the solution of concrete challenges, means leadership development in parallel with the development of your organization, productive learning succeeds.
Our approach is based on the following theses
Contemporary leadership development is designed in a way that desired (future) values, are expressed through the program.
Learning happens mainly through application and practice. Learning takes place in reality and not in the seminar room.
Learning requires reflection, dialogue and conversation.
Leadership development is particularly effective when it is integrated into everyday life and is experienced (less) as an additional expense.
Working on real strategically important problems increases the efficiency of leadership learning enormously. On the one hand, these challenges are solved in better quality, on the other hand, only what is really needed is learned.
I have been working with step 5 on many different projects and really appreciate their ability to master a wide range of leadership and transformation topics.
Katja Manuela Egger, Global Learning Partnering Partner (electrical industry)
The high level of personal competence, the empathy for our situation and the always goal-oriented approach were particularly convincing …
Sebastian Schulte-Eickholt, Chief Operating Officer, Head of Transformation innogy (Energy industry)
Working together has been a profound experience that has changed the way I think, how I work, how I perceive my environment, the way I look at my own actions.
Vincenzo Grande, Head of Strategic Planning & Business Development Thommen Medical (Medical industry)
The systematic learning and teaching approach of step 5 creates business-oriented learning experiences beyond standard leadership courses in a business-distant training laboratory.
Michael Zaugg Senior Vice President Human Resources YPSOMED AG (medical industry)
In addition to a common understanding of leadership in the organization, the managers were able to develop solutions for their current challenges and lead their employees more effectively.
Swen Koch, Personalleiter Possehl Electronics (manufacturing industry)
Their input has been tremendously helpful to support us focus on the right things, measure our progress and grow along the way.
Fabian Birzele, Head of Bioinformatics & Biostatistics (Pharmaceutical industry)
They convinced us not only with a structured methodical approach, but also with their social competence and great personal commitment. You made a significant contribution to the success of this complex merger project.
Stefan Helsing Chief Operating Officer Coltene (Medical industry)
Each time, the reflection, the application of models and finally asking the right questions in an uncomplicated and people-centered approach helped us a lot. Thank you very much for your continued valuable support!
Thorsten Schroeter, ABB Switzerland (Industrial sector)