Particularly in times of change, people need direction. In companies, this direction is undoubtedly conveyed, in terms of hard facts, through consistent corporate goals and strategies. However, people's trust in implementation will not be won by facts and figures, but by trustworthy executives.
 
Every company, every division and every department has a select few managers and employees who are the "main hubs in the internal network of power and contacts": they are often more familiar with the company's inner workings, are more likely to hear the latest news, and receive more requests for information and support. Employees turn to them when they have exhausted the official channels, and to share their thoughts and opinions about the latest changes, and managers often approach them to discuss new change management projects and to find out early on how employees feel about projects in progress.
 
In change projects, Munich Leadership Group works together with you to find those key people in your company whose attitudes and behaviors can act as role models for the extended change process; people whose previous conduct has shown that they are authentic and trustworthy and have a strong ability to put ideas into action. They serve not only as initiators, but also as multipliers for the company's target change processes.

This circle of people is not usually determined by the organizational chart or their formal position, but rather by the role that other employees attribute to them. Despite the enormous range of individual characteristics, there are a few qualities that role models have in common: rich personal experience, a broad overview of what goes on within the company, strong communication skills, capacity for active listening, courage, strength of character, and an extensive network.
 
Munich Leadership Group actively integrates opinion leaders and role models into its change projects in two key areas:
 
a) Gathering data in the early phase of changes
» Assessment of the situation as relates to the change process
» Structured interviews and circular interviews
» Force-field analysis
» Monitoring through change success
 
b) As multipliers for implementing change projects
» Information events and productions
» Division-specific pilot projects and "first-use" projects
» Negotiations with employee representatives and works council
» Communication of change successes
» Symbolic management
 
For further information, please contact us directly.