M2M-MiniMax Broschüre 2016 englisch

MiniMax³
Interactive Keynote Workshops
Inspiration
with maximum motivation
7x7 Power Packs

The 7 MiniMax
Subject Areas

1. Communication
2. Leadership
3. Change management
4. Self-management
5. Personality & Career
6. Team development
7. Work techniques

Welcome to
M2M CONSULTING

MiniMax are
interactive keynote
presentations
They include all key competencies and make you even more successful in
your career. Clear examples, exercises that are short and to the point, and
real-life tips for immediate application are a source of enthusiasm and motivation.
Learning becomes an experience, and the practical implementation
is fun. The 49 subjects consist of a basis module and a consolidation
module; one has two consolidation modules. This means a total of 99 modules
for you to choose from.
Our tip:
Put together individual, customized development packs for select target
groups! This system provides additional learning dimensions: The learning
loops and experiences made during hands-on stages. This allows you to
further increase the level of implementation success, achieve quantifiable
results and be especially effective. You will find suggestions for 10 proven
development packs on pages 55-59.
We developed the 7x7 MiniMax subjects described here together with our
clients, and all the subjects have been tried and tested in actual practice.
The outstanding references speak for themselves. We would be pleased to
advise you and provide you with an offer based on your requirements. We
look forward to hearing from you!
Best regards,
Ulrich Mahr
Managing Partner
5

The 7x7 Power Packs
Leadership Communication
1.1 Communication basics 1: Understanding and making communication transparent
1.2 Communication basics 2: Communication with difficult counterparts
2.1 Communicating professionally 1: Power talk: The power of language
2.2 Communicating professionally 2: Customer orientation, even when things get difficult
3.1 Arguing and convincing 1: The Six Sigma principle of argumentation
3.2 Arguing and convincing 2: Overcoming resistance with adroitness
4.1 Rhetoric 1: Speaking freely: Achieving high impact with language
4.2 Rhetoric 2: Body language and voice
5.1 Presenting 1: The pyramid principle
5.2 Presenting 2: Suspense with Hitchcock
6.1 Negotiating 1: Negotiating successfully and on target
6.2 Negotiating 2: Negotiating on the edge
7.1 Selling 1: The stages of a sales talk
7.2 Selling 2: Being convincing even in case of questions and objections
8.1 Leadership basics 1: Leadership in the sandwich position
8.2 Leadership basics 2: Systemic expertise for executives
9.1 New in leadership 1: The first 100 days as an executive
9.2 New in leadership 2: Evolving from colleague to executive
10.1 Motivating leadership 1: How motivation works
10.2 Motivating leadership 2: Defining targets and giving feedback
11.1 Leadership through dialogue 1: Leadership communication
11.2 Leadership through dialogue 2: Psychology for executives
12.1 Healthy leadership 1: Healthy leadership of yourself and others
12.2 Healthy leadership 2: Leading at eye level
13.1 Commitment to care 1: The care dialogue
13.2 Commitment to care 2: Dealing with mental illness
14.1 Leadership paradox 1: Lateral leadership – Leading without directive authority
14.2 Leadership paradox 2: Leading upwards
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15.1 Change expertise 1: Stages and impact of change processes
15.2 Change expertise 2: Dealing with resistance
16.1 Understanding complexity 1: Basics of systemic thoughts & actions
16.2 Understanding complexity 2: VUCA expertise and culture of trust
17.1 Corporate development 1: The “9 Levels of Value Systems”
17.2 Corporate development 2: Best practices with the “9 Levels of Value Systems”
18.1 Change and leadership 1: Leading in rough terrain
18.2 Change and leadership 2: Leading in the face of resistance
19.1 Change and communication 1: Change communication for executives
19.2 Change and communication 2: Change and springboard stories
20.1 Formats for change 1: Knowing and using large-scale events
20.2 Formats for change 2: Large-scale events
21.1 Change architecture 1: Elements of a successful change architecture
21.2 Change architecture 2: Reflection on change architectures
22.1 Time management 1: From time management to time competency
22.2 Time management 2: Using the VICKTORY principle to succeed
23.1 Stress management 1: Systematically reducing stress
23.2 Stress management 2: The strengths of the mind: Managing stress mentally
24.1 Life balance 1: The Think balanced principle
24.2 Life balance 2: Happiness, quality of life and flow
25.1 Resilience 1: Withstanding pressure – Strengthening resilience
25.2 Resilience 2: Taking a laid back approach to anger and criticism
26.1 Emotional intelligence 1: The concept of emotional intelligence
26.2 Emotional intelligence 2:It’s all in the attitude!
27.1 Burning in instead of burning out 1: Understanding and preventing burnout
27.2 Burning in instead of burning out 2: Discovering meaning and using resources
28.1 Implementing targets and intentions 1: One’s weaker self
28.2 Implementing targets and intentions 2: Mental techniques from the world of high performance sports
Change Self-management
7

The 7x7 Power Packs
Team Personality
29.1 Self-perception and others' perceptions 1: Introduction to Insights Discovery
29.2 Self-perception and others' perceptions 2: Introduction to MBTI® Step I / Step II
30.1 Personality and values 1: Introduction to the Reiss profile
30.2 Personality and values 2: Introduction to the “9 Levels of Value Systems”
31.1 Knowing talents and using them properly 1: Introduction to BIP
31.2 Knowing talents and using them properly 2: Introduction to potentials analyses
32.1 Presenting yourself professionally 1: Authentic through personality and style
32.2 Presenting yourself professionally 2: Showing presence and increasing reach
33.1 Self-marketing 1: Succeeding through self-marketing and profile
33.2 Self-marketing 2: More than manners, small talk and etiquette
34.1 Young professionals: Orientation 1: Compelling applications
34.2 Young professionals: Orientation 2: Expert or executive?
35.1 The best years 1: 40 plus: Career, life balance and (re-) evaluations
35.2 The best years 2: 50 plus: Health, satisfaction and maintaining performance
35.3 The best years 3: 60 plus: Endings and beginnings
36.1 Team collaboration: Basics 1: Achieving team success with team dynamics
36.2 Team collaboration: Basics 2: Expertise for today’s team challenges
37.1 Team development: Basics 1: Kicks for team development
37.2 Team development: Basics 2: Understanding and preventing bullying
38.1 Diversity: Dealing with a mix 1: Weaknesses of strengths & strengths of weaknesses
38.2 Diversity: Dealing with a mix 2: Type-appropriate communication in the team
39.1 Intercultural expertise 1: Collaborating with other cultures
39.2 Intercultural expertise 2: More success with “cultural awareness”
40.1 Conflict management 1: Successfully overcoming conflicts together
40.2 Conflict management 2: Resolving conflicts with the Harvard principle
41.1 Setting limits 1: Saying “no” constructively
41.2 Setting limits 2: The healthy way to deal with slights
42.1 Feedback – Feedforward 1: The art and power of feedback
42.2 Feedback – Feedforward 2: Practical feedback exercises
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43.1 Meetings and moderation 1: Achieving results with the IDEAL³ principle
43.2 Meetings and moderation 2: Moderation tasks and techniques
44.1 Visualizing 1: Effective, constructive and to the point
44.2 Visualizing 2: Mind mapping
45.1 Creativity and innovation 1: Creativity techniques for more innovation
45.2 Creativity and innovation 2: New perspectives through humour-based techniques
46.1 Work made brain-friendly 1: Mnemonic mental factors
46.2 Work made brain-friendly 2: Understanding the brain: It’s all a matter of neurology
47.1 Learning and reading skills 1: Speed-reading
47.2 Learning and reading skills 2: Learning techniques
48.1 The power of images 1: Convincing with analogies and metaphors
48.2 The power of images 2: Storytelling/Storylining – Stories are convincing
49.1 Decision-making 1: How to make decisions with competence and confidence
49.2 Decision-making 2: Understanding intuition and putting it proper use
Work techniques
9

What MiniMax does for you
▪ Strengthen your key competencies
With MiniMax you can strengthen the key competencies
required for your success. By providing targeted ideas, you
experience quick and noticeable improvements.
▪ Develop target groups
By means of customized MiniMax3 packs, you can
develop selected target groups. Continuously,
systematically, stringently.
▪ Provide appealing After Work Events
You arouse curiosity and encourage networking.
Learning becomes attractive.
▪ Inspire others with keynote and edutainment
MiniMax are ideal for kick-off meetings or conferences.
They open up and inspire participants.
▪ Vitalize large-scale events
Be it a “leadership workshop”, a “learning world” or a
“world café”. With MiniMax you can include the content
of your choice.
10

Your benefits
▪ Added value
MiniMax are hands-on and easy to implement. The
content is effective and can be immediately applied.
▪ Mental energizer
MiniMax enable you to motivate and mobilize.
Fresh ideas provide new energy and inspire you to
apply them.
▪ Customized packs
You define the target group. We customize.
This allows you to develop systematically and continuously.
▪ Multilingual
MiniMax can also be carried out in English, French
and Spanish.
▪ Mobile
With MiniMax you are flexible, cost-effective and on
site in a flash – throughout Germany and Europe.
11

Communication
“Imagining what you wish for
as if it were already there
opens the doors to success.”
Ulrich Mahr
12

Minimax
COMMUNICATION
Communication
13

Communication
Minimax
1.1 COMMUNICATION BASICS 1
2.1
Understanding & making communication transparent
COMMUNICATION
COMMUNICATING PROFESSIONALLY 1
Power talk: The power of language
14
1.2
Communication is everything! That’s why it’s important
to understand it and apply your insights.
But communication has multiple layers and multiple
interpretations. Misunderstandings and
conflicts are often the undesired consequences.
This needn’t be the case.
In this MiniMax you will take a look at the inner
life of communication. Using the five axioms of
communication psychology and their most important
models, you will gain an understanding
of communicative processes and will be able to
avoid putting your foot in your mouth. You will
become acquainted with effective techniques
and expand your personal repertoire. Communication
will become easier. And successful.
COMMUNICATION BASICS 2 2.2
Communication with difficult counterparts
You may know them too. The bellyachers, grumblers
and pessimists? Start saving time and avoiding
unnecessary stress! Find out when it makes
sense to even allow a conversation to continue.
And learn how to put what counts in a nutshell
within 30 seconds and construct your message in
such a way that it will also be convincing in a critical
environment.
You will learn how to respond calmly and objectively
despite emotional tension. You will see
through unfair tactics and attempts to manipulate
and use pertinent arguments in case of objections
or attacks. This allows you to reach even
difficult counterparts and achieve your goals.
Language is the business card of your company.
Emails and phone calls leave an initial impression
of you as a person, your expertise and your role.
You can gain a lot through them or– if things go
badly – lose a lot.
In this MiniMax you will learn to make strategic
use of the power of language. The power talk
principles will help you learn how to communicate
in a positive, customer and solution-oriented
way. You will become familiar with formulations
and convey friendliness, confidence and competence
in equal measure. This lays the cornerstone
for leaving an engaging impression.
COMMUNICATING PROFESSIONALLY 2
Customer orientation, even when things get difficult
Language also plays a decisive role in resolving
difficult communication situations. Just think
about the skills required in customer care and for
dealing with complaints and stressed customers.
How can you give your emotionally charged
counterpart the feeling that you understand?
How successful are you at shifting perspectives?
What signal words and solution-oriented formulations
are effective?
In this MiniMax you will learn how to remain calm
in stressful situations and communicate with confidence.
You will show an appropriate amount of
empathy, convey your commitment and also set
limits – wherever they are required. In a constructive
and solution-oriented manner.

ARGUING & CONVINCING 1 3.1
The Six Sigma principle of argumentation
RHETORIC 1 4.1
Speaking freely: Achieving high impact with language
Communication
A person who argues too much has already lost.
Forget trying to find even more arguments. The
decisive thing is to shape your arguments effectively.
This MiniMax resembles penalty kick training: You
will practice the 5 most important types of argumentation
until you master the variations with
ease: From elegantly slipping the ball past the
keeper to powerfully driving it home just under
the crossbar.
You will make the best strategic use of your future
argumentation opportunities to suit the situation:
Your argumentation success will follow. 1:0
for you!
ARGUING & CONVINCING 2 3.2
Overcoming resistance with adroitness
Left speechless when you’d rather have a speedy
answer at the ready? Especially in stressful situations
this is anything but easy! But it’s incorrect
to assume that adroit answers must always
be brilliant or spontaneous. But in thinking so we
hinder ourselves in delivering a pertinent repartee.
There is a solution to this.
In this MiniMax you will become acquainted with
12 astonishing repartee techniques. You will use
this basis to develop formulations which are suitable
for business.
You will create useful backdoors as a way out of
seemingly hopeless situations, and win. On target,
charmingly and with humour!
This MiniMax revolves around speaking freely.
Using high-impact language, you will learn to
compose your speech or contributions to discussions
to suit your listeners as well as your brain.
An interesting opener and a spot-on closing are
just as important as vitalizers. A clear structure
will allow you to impart confidence and composure.
Short and to the point exercises provide opportunities
to practice 3 kinds of speaking. You will discover
how to create trust and appeal and achieve
acceptance.
This is your chance! Use it.
RHETORIC 2 4.2
Body language and voice
Body language may seem trivial. Yet the opposite
is true. The scientific findings are unanimous:
Appealing body language is convincing and
achieves higher levels of acceptance.
In this MiniMax your own body language is mirrored
to give you ideas on how it can be optimized.
The focus is on your charisma and authenticity.
In addition, you will learn how to read the body
language of your counterpart. Once you are in
a position to interpret it properly, you will be better
able to adapt to it. Your conversations will be
more successful.
15

Minimax
COMMUNICATION
Communication
5.1 PRESENTING 1
6.1
The pyramid principle
A presentation is a major opportunity. It often
marks the end of a great deal of detailed work.
Whether customers, colleagues or management
decide for or against something often hinges on it.
If you want to be successful, you need to take a
close look at your target group and their requirements.
Professional expertise is not only demonstrated
by the amount of information but by the
quality of presentation.
With the help of the pyramid principle, you will
find out how to structure your presentations constructively
in this MiniMax, so that they are to the
point and suitable for your target group.
5.2 PRESENTING 2 6.2
NEGOTIATING 1
Negotiating successfully and on target
Negotiations are ubiquitous: Some determine
details, others determine the overall outcome.
Facts and figures are the subject of some, while
in others strategies or budgets may be at stake.
The right negotiating technique enables a shift in
perspective. You will reach your negotiating target
without “defeating” your negotiating “opponent”.
This will provide you with an ideal basis
for good results, also within the context of successful
long term collaborations.
In this MiniMax you will learn techniques and attitudes
for achieving the best possible negotiating
outcomes. You will gain confidence and clarity
and strengthen your negotiating expertise.
NEGOTIATING 2
16
Suspense with Hitchcock
Too often presentations are designed to be purely
fact-based and formal. They generate boredom.
The main reason for this is lack of suspense.
Colleagues lose interest or occupy themselves
with other things. This needn’t be the case!
Focusing on the “Master of Suspense” Alfred
Hitchcock can provide plenty of insight on this
subject, which is also particularly useful for presentations.
For instance, techniques such as “suspense”
and “tension” are important.
In this MiniMax you will find out how to build up
suspense. You will enthral and captivate your listeners.
Negotiating on the edge
In situations involving challenging negotiations
the most important aspect is to argue in an appropriate
and varied manner and to make adept
use of the individual stages of the negotiation.
Resistance, pressure and unpleasant
negotiating partners often seem to bar the way
and need to be dealt with.
In this MiniMax you will be equipped with suitable
techniques and will expand your own horizons.
You will acquire the most important techniques
required to also ward off unfair tactics. You will
increase your composure and even get through
to tougher negotiating partners. Visibly expanding
your boundaries.

SELLING 1 7.1
The stages of a sales talk
Structure generates confidence. That’s why it is
important to be aware of the stages of a sales
talk and to make use of them. However, this alone
does not suffice. Your personal qualities are
also required.
In this MiniMax you will become acquainted with
effective tools and techniques. You will know how
to structure your sales talks and individually shape
your relationships with various types of customers.
You will convey clarity, authenticity and conciseness.
Appeal and trust will result. Your sales talk will
come to a successful close – with confidence.
Communication
SELLING 2 7.2
Being convincing even in case of questions and objections
What if the customer asks critical questions or
says “no”?
In this MiniMax you will find out how to constructively
handle reluctance, resistance and objections.
You will learn techniques to dispel and
transform them and even make active use of
them yourself.
Moreover, you will also ask the right questions at
the right time. You will discover what motivates
your customers to make a purchase, and succeed
with appropriate arguments.
It all ends with an order. A complete success.
17

Leadership
“Sit down, stand up or leave,
but don’t spend too much time
bumbling around.”
Ulrich Mahr
18

Minimax
leadership
Leadership
19

Minimax
leadership
8.1 LEADERSHIP BASICS 1
9.1
NEW IN LEADERSHIP 1
Leadership
8.2
Leadership in the sandwich position
Whether you like it or not: As an executive you
are always in between. Your staff expects professional
support and understanding. Your seniors
expect you to have your staff “under control”
and to deliver excellent results. Added to this are
your own expectations and those of your colleagues.
In this MiniMax you will become aware of the
classic areas of tension involved in leadership and
discover the contradictions within your position.
You will work out how to ideally handle this situation.
By developing increased personal clarity
you will strengthen your assertiveness and authenticity.
A good basis for your success as a leader.
LEADERSHIP BASICS 2 9.2
The first 100 days as an executive
When you start with a new executive responsibility,
it is important that you position yourself and add
your own initial touches. There will normally be a
few fundamental decisions to be made as well.
However, there are many traps to fall into. It
therefore makes sense to familiarize yourself with
the (new) culture and (new) communication
channels. It is equally important that you strike a
balance between activity and restraint.
By means of tried and tested questions, you will
develop a guideline in this MiniMax for the first
100 days in your new role. This will provide you
with a solid foundation for your success as an
executive.
NEW IN LEADERSHIP 2
20
Systemic expertise for executives
As an executive you have the responsiblitiy to
lead. This may sound trivial, but in fact it isn’t! Unlike
simple systems, the leadership of people and organizations
is not completely foreseeable.
The systemic perspective considers not just the individual
but also the context and the interdependencies.
It provides us with evidence that each of us creates
his/her own reality. These constructs influence our
thoughts and actions, especially in leadership.
In this MiniMax you will become acquainted with
the 7 theories of systemic leadership. Practical experiments
will open up a whole new way of looking
at “reality”. You will gain a new and better
understanding of your leadership responsibilities.
Evolving from colleague to executive
Having to lead former colleagues is a special
challenge. In addition to your own role, there is
also a change in the relation of closeness and
distance. It is important to become aware of the
dynamics involved in changing roles and to shape
these dynamics.
In this MiniMax you will analyse your leadership situation.
You will reflect on your own expectations
and objectives as well as on those of the people
around you. You will use this as a basis for deriving
responsibilities and the necessity for discussion.
You will achieve greater clarity in your role and
prepare conversations in advance. You will find
the right words from the very start.

Motivating leadership 1 10.1
LEADERSHIP THROUGH DIALOGUE 1 11.1
How motivation works
These complaints will sound familiar: Employees
are not motivated, they don’t think for themselves
and are constantly asking for more money. “I simply
want my staff to be motivated. Is that too much
to ask for?”
No, of course it’s not. It is, after all, a truism that longterm
success is only guaranteed through motivated
staff. As an executive you shape the motivation of
your staff – possibly differently than you may expect.
In this MiniMax you will discover the major misconceptions
concerning motivation. You will know
how to prevent demotivation and be able to effectively
and sustainably provide a motivating environment
in the future.
Motivating leadership 2 10.2
Leadership communication
As an executive, you are aware of how important
communication is in day-to-day management. You
communicate with your staff on a daily basis, be it
during staff appraisals, on the fly, or in meetings.
Since it is not only important what you say, but
rather how your conversation partners perceive
it, you have to be in a position to master the
most effective “levers” for successful leadership
communication.
In this MiniMax you will get to know these “levers”:
1. Rhetorical tricks, 2. The importance of role clarity
and 3. The level of attitude. Short and to-the-point
practical units teach you how to optimize your leadership
communication.
LEADERSHIP THROUGH DIALOGUE 2 11.2
Leadership
Defining targets and giving feedback
Targets provide orientation, they motivate and
serve as a basis for leadership and feedback.
In this MiniMax you as an executive will learn to
derive specific targets for the team and for individuals
using strategic and higher-level targets.
You will find out how to define quantitative and
qualitative targets and formulate them in a way
which is employee-oriented, comprehensible
and motivating.
You will know how to conduct target dialogues.
You will be able to appropriately respond to various
employee types and possible objections and
resistance in terms of leadership psychology.
Psychology for executives
The bad news first: Understanding is unlikely!
You experience this as an executive every day: It
doesn’t matter what’s said, but how it’s taken.
The good news: There is a map! You will finally understand
why some people get the message and
others don’t. And even better: The map will help
you to adapt to the various types.
In this MiniMax you will learn ways to effectively adapt
to your staff. Understanding will become more
likely!
21

Minimax
leadership
12.1 HEALTHY LEADERSHIP 1
13.1
COMMITMENT TO CARE 1
Healthy leadership of yourself and others
The care dialogue
Leadership
The working world is marked by continuously increasing
customer requirements, extremely high
competitive pressure, increased workloads, and
many other things.
For the staff this means potentially high stress levels
and increased health risks. This frequently results
in a rise in illness-related absences.
In this MiniMax you will learn how to recognize
warning signals and structures which are hazardous
to health at an early stage. You will know
how to promote a leadership style which is conducive
to good health, and which actions you
can take to promote good health on a day-today
basis.
As an executive you deal with people. This may
sound simple, yet it isn’t. Since particularly when
people come to work, they bring along their very
own personal life situation.
In this MiniMax you will develop a higher level of
sensitivity for your employees. You will find out what
influence the personal side of people has on success
and how you can make this discussable.
You will learn how to listen more precisely and
find creative solutions together in individual cases.
You will generate trust, identification and a
sense of belonging.
A genuine gain – for everyone.
12.2 HEALTHY LEADERSHIP 2 13.2 COMMITMENT TO CARE 2
Leading at eye level
Self-determination, participation, development
of potential – the trends of the new working
world have long been the subject of discussion.
Is it all just theories and dreams? No, the films
"AUGENHÖHE" (EYE LEVEL) and "AUGENHÖHEwege"
(PATHS TO ACHIEVING EYE LEVEL) present
companies at which many of these trends are
already fully integrated – and the people who
shape them.
Using the film, this MiniMax will provide inspiration
and ideas for your personal leadership behaviour
and a healthy working environment. "AUGENHÖ-
HE" is sponsored by an active community. M2M
Consulting is among the supporters of this project.
Dealing with mental illness
Burnout, depression, anxiety disorders and addictions
are on the rise. According to a study conducted
by the Federal German Labour Ministry, respective
absences have doubled in the last ten
years. It may well happen that you too, as an executive,
will increasingly have dealings with employees
who suffer from mental illness.
This MiniMax will provide you with an overview of
the most frequent forms of mental illness. Techniques
will help you choose the right tone. You
will know how to integrate and challenge such
employees without overwhelming them.
A solid basis for finding constructive and targetoriented
solutions together.
22

LEADERSHIP PARADOX 1 14.1
Lateral leadership – Leading without directive authority
"Lateral leadership" (from Latin: latus = side) means
leading without the directive authority to do so.
If your topic or project is to be a success, you will
normally also need support from colleagues and
executives from other departments and hierarchical
levels. You will need to exercise targeted influence
in order to gain their support. This is precisely
what is meant by “lateral leadership”.
The know-how required for successful lateral leadership
consists of many different layers. In this MiniMax
you will become acquainted with effective
tools for “lateral leadership”. You will know how to
exert targeted and effective influence and what
tools will be needed.
LEADERSHIP PARADOX 2 14.2
Leadership
Leading upwards
When the subject of “leadership” is broached, the
focus is normally only downwards, i.e. the leadership
of staff. The sandwich position, however, makes
it necessary to have an upwards effect as well.
Success in lower/middle management is primarily
based on results and leading employees well,
whereas in upper management, success is defined
by strategies and policies.
In this MiniMax you will become aware of how
upper executive levels function and what you
should include and avoid in your argumentation.
You will conduct yourself with confidence vis-àvis
superiors and speak to them by using “one
and the same language”.
23

Change
“It often takes greater courage
to change one’s opinion
than to remain true to it.”
Christian Friedrich Hebbel
24

Minimax
CHANGE
Change
25

Minimax
change
Management
15.1 CHANGE EXPERTISE 1
16.1
UNDERSTANDING COMPLEXITY 1
Stages and impact of change processes
Basics of systemic thoughts & actions
Change
Change processes are demanding: The old
things no longer apply and the new ones don’t
work yet – you find that you’re stuck in no-man’s
land. The only known quantities are uncertainty
and unpredictability. Those who want to cope
well in this situation need professional change
expertise.
In this MiniMax short and to-the-point exercises
will give you insight into the stages of change.
You will experience the impact of changes and
will be better able to interpret and understand
them.
The practical deductions will provide you with
solid tools for your change success.
The whole is more than the sum of its parts. Therefore
the systemic perspective considers not just
the individual but also the context and the interdependencies
of the individual elements.
It provides us with evidence that each of us –
more or less consciously – creates his/her own reality.
These constructs influence our actions, especially
in change processes.
This MiniMax presents the systemic approach in
an understandable way by means of 7 theories.
Surprising mini-experiments open up new perspectives
on “reality”. You will understand your
own thoughts and actions better.
15.2 CHANGE EXPERTISE 2 16.2 UNDERSTANDING COMPLEXITY 2
Dealing with resistance
Changes are normal and inevitable in personal
as well as professional life. But changes are ambivalent:
That which some may regard as positive,
sparks off insecurity and resistance in others.
In this MiniMax you will discover how and why the
impact of change is so varied. How can you
overcome doubt, resistance and blockades?
How do you get everyone on board?
By means of astonishing short exercises you will
test typical reactions to changes and gain helpful
new perspectives.
VUCA expertise and culture of trust
We are increasingly characterised by VUCA (volatility,
uncertainty, complexity und ambiguity). It
is precisely for this reason that our need for orientation
is growing.
In this MiniMax you will find out what VUCA expertise
means: 1. Seeing the big picture, 2. Being aware
of how flexible everything is, 3. Forgoing a differentiated
target definition with rigid deadlines, 4. Allowing
for ambiguity and leeway, 5. Supporting independent
teams and decentralization.
All of this requires a culture of trust and a leap of
faith. Your company will become faster and
more agile as well as flexible. It will remain able
to take action and be successful.
26

Company development 1 17.1
The “9 Levels of Value Systems”
CHANGE AND LEADERSHIP 1 18.1
Leading in rough terrain
Every company has its own culture. People are
often unaware of this psychological DNA, yet it is
extremely important and can be seen in typical
ways of thinking, dogmas and organizational
principles.
In this MiniMax you will become acquainted with
the “9 Levels of Value Systems“. The model reflects
the value systems of people, groups and organizations.
This makes it possible to understand, discuss
and, if necessary, change the culture and its forces
– both the beneficial and the obstructive ones.
The fascinating thing is: If you know your culture
and its value systems, you will know what your
company needs to reach the next level.
Company development 2 17.2
Especially also in times of change you, as an executive,
have the responsibility to lead. This may
sound trivial, but in fact it isn’t! Because unlike simple
systems, the leadership of people, teams and
organizations is unforeseeable and influence is limited.
Especially in times of change, irrational aspects,
fears and resistance also play a significant role.
In this MiniMax you will learn how to deal with
complex situations. You will develop a balanced
level of “easy-goingness” when dealing with
complexity, inability to plan and (apparent) mistakes.
CHANGE AND LEADERSHIP 2 18.2
Change
Best practices with the “9 Levels of Value Systems”
This MiniMax will present real-life change projects
on the basis of the “9 Levels of Value Systems”.
You will see which actual steps have led
to which results.
In addition, you will reflect on actual change
challenges yourself. You will analyse company
cultures and determine whether the culture suits
current market requirements.
If changes are necessary, you will develop actual
steps for management, staff and sales. You
will lead the company to the intended level.
Leading in the face of resistance
Changes are normal and unavoidable. But they
are ambivalent: That which some may regard as
positive, sparks off insecurity and resistance in
others.
In this MiniMax you will discover how and why
employees react so differently to changes. How
can you overcome doubt, resistance and blockades?
How do you get everyone on board?
By means of exciting exercises you will test typical
reactions to changes and gain new and useful
perspectives for your leadership. You will leave
your own comfort zone and venture into new
territory. You will expand your range of options.
27

Minimax
change
Management
19.1 CHANGE AND COMMUNICATION 1 20.1
FORMATS FOR CHANGE 1
Change communication for executives
Knowing and using large-scale events
Change
19.2
During changes executives are required to use
their communication expertise in a very special
way: They are expected to provide information, listen,
participate, generate ideas, and much more.
Sometimes formally and at other times informally;
not too much and not too little; not too early and
not too late.
In this MiniMax you will be provided with an overview
of when which communication formats are
possible and useful and where the limitations lie.
These questions are likewise important: What do
you say when you know nothing? What do you
say when you’re opposed to certain decisions?
Find out how to find your role and strike the right
note. Your communication will be a success.
CHANGE AND COMMUNICATION 2 20.2
Special projects require special formats: Information,
interaction or creative development of complex
topics: It’s all possible up close and live with
the entire company.
In this MiniMax you will become acquainted with
interactive formats for large groups and their
specific application opportunities. Formats you
can use to reach the entire company and activate
dormant expertise.
You will know which methods are available and
which ones are suitable for your change projects
and objectives. You will know how to engage and
integrate those involved.
FORMATS FOR CHANGE 2
Change story and springboard story
The success of change processes is strongly dependent
on how successful you are at communicating
the necessity and significance of the
change.
A change story is particularly useful in such cases. It
communicates the vision and objectives as well as
the opportunities and benefits of the change. Pictures
are created and are transported into the
minds of your counterparts.
In this MiniMax you will find out how to create a
change story. You will gain inspiration for your own
communication strategy and its implementation.
A good starting point for a successful springboard
story.
Large-scale events
In this MiniMax you will try out individual methods
for large groups as an exercise and in actual
practice.
You will take on the role of a participant and find
out which intervention has what effect on you.
You will experience the strengths and weaknesses
of the individual methods and learn which
pitfalls to watch out for.
In addition, you will learn what’s behind the special
challenges of moderating large groups.
You will know which methods you yourself can use
and which you can’t.
28

CHANGE ARCHITECTURE 1 21.1
Elements of successful change architecture
The individual change elements of successful
change and adaptation processes must form a
consistent overall architecture. For this you need
dynamic, dialogue-based elements which enable
continuous further development and adaptation.
In this MiniMax you will familiarize yourself with
the fundamental elements of a successful
change architecture. You will reflect on and
analyse examples of change architectures and
their success factors.
Moreover, you will gain clarity and inspiration for
shaping your own change processes.
Change
CHANGE ARCHITECTURE 2 21.2
Reflection on change architectures
The prerequisite for this MiniMax is to become
aware of the individual elements for change architectures
and that you have a basic understanding
of systemic expertise.
Because in this MiniMax you will use your own
change architecture as an example to analyse its
strengths and weaknesses. In answer to your questions,
you will receive ideas for future interventions
using peer consulting methods.
You will gain clarity and inspiration for shaping
your own change processes and expand your
scope of action.
29

Self-management
“It is never too late to be
what you might have been.”
George Eliot
30

Minimax
SELf-MANAGEMENT
Self-management
31

Minimax
Self-
Management
22.1 TIME MANAGEMENT 1
23.1
STRESS MANAGEMENT 1
From time management to time expertise
Systematically reducing stress
Self-management
By means of improved planning and organization,
time management enables you to make more effective
use of available time and even save some.
The time management “buffet” systematically
shows you the most important tools, techniques
and tricks: The appropriate way to deal with urgency
and priority, understanding day-to-day planning
correctly, the Pareto principle, and much more.
However, to ensure that time management
doesn’t morph into time pressure and compression,
time expertise is also necessary: You will learn
how to differentiate between and use various
qualities, forms and terms of time. You will expand
time economy to include time ecology.
Work is often synonymous with being stressed out
and under constant pressure. It is often considered
to be an indicator of competence and irreplaceability.
In short: Being stressed also serves
as a status symbol and is quite “en vogue”.
Albeit up to 80% of all illness can be directly or
indirectly traced back to stress. The body responds
to intensive and damaging requirements:
“Irritability”, “exhaustion” or even “burnout” may
result.
In this MiniMax the 3-part stress process will show
you how you can respond to stress systematically.
You will learn how to effectively reduce
stress. You will remain easy-going and healthy.
22.2 TIME MANAGEMENT 2 23.2 STRESS MANAGEMENT 2
Using the VICKTORY principle to succeed
You can now breathe a sigh of relief – no more
time management!
In this MiniMax you will become acquainted with
the VICKTORY-principle. Time management
becomes time expertise and “time is money”
changes into “time is honey”. You will discover a
new quality of life and achieve your goals more
easily.
You will apply 10 real-life tools tailored specifically
to suit you and immediately know what is
truly important to you. You will find your life’s vision
and associate it with your day-to-day work.
Numerous examples from renowned companies
will provide you with tried and tested tools.
The strengths of the mind: Managing stress mentally
Some stress is self-made: Our thoughts can cause
stress or, at best, prevent it.
“Managing stress mentally” aims to make us
aware of thought patterns and attitudes, in order
to allow us to unclench and to enable us to
make more flexible evaluations in the long term.
In this MiniMax you will find out how your processes
of perception work. You will become acquainted
with how to regulate perceptions, attitudes
and internal dialogues and learn which
basic mindsets sustainably reduce stress. You
control your thoughts, feelings and actions and
go in the desired right direction.
32

Life balance 1 24.1
The Think balanced principle
Resilience 1 25.1
Withstanding pressure – Strengthening resilience
Changes in the accelerated working world and
multi-option society bring new challenges with
them: “work-life balance” is required and it indicates
a necessity for companies and society to
take action.
In this MiniMax you will reflect on the blind spots
of this discourse: What assumptions are implicitly
made regarding life and work? How is accountability
attributed in the case of a successful balance
or one which fails?
The Think balanced principle clarifies misunderstandings.
You will discover 7 energy resources
and receive inspiring inputs suitable for practical
application. You will succeed in striking a balance.
Life balance 2 24.2
Resilience refers to a system’s ability to cope
with disruption. If applied to people, it means the
personal ability to recover from negative circumstances
and proceed with new strength
and resources.
How this can be accomplished is extremely revealing.
How do resilient people handle uncertainties
and burdens? And how do they handle
so-called “dynaxity” and ongoing changes?
What are their attitudes?
In this MiniMax you will learn which 7 pillars distinguish
resilient people and how to find the key to
more energy and inner strength.
Resilience 2 25.2
Self-management
Happiness, quality of life and flow
Happiness is one of the main qualities of life and
has a magical association with “flow”. But can it
be learned?
The good news: Luckily you can create the prerequisites
and the framework. And in order to ensure
that this is not left to chance, you will be introduced
to insights from the art of living and
research on happiness in this MiniMax. Compact
and suitable for everyday use.
Integrate this 4-step expertise into your (professional)
daily routine and experience your personal
flow moments. You will reach new levels of satisfaction
and well-being. And be happy.
Taking a laid back approach to anger and criticism
Whether we want to or not: We often tend more
ore less towards anger. Can we prevent this?
In principle, anger is nothing bad; it reminds us
that we want to change something. But what
happens if the change is not successful or if the
matter is out of our hands? It has been proven
that anger is harmful to one’s health. In a professional
environment acting out in anger is counterproductive.
In this MiniMax you will become acquainted with
strategies and techniques to positively reprogram
yourself and deal with anger and criticism with a
constructive and laid back approach. Your performance
and quality of life will improve.
33

Minimax
Self-
Management
26.1 EMOTIONAL INTELLIGENCE 1
27.1
BURNING IN INSTEAD OF BURNING OUT 1
The concept of emotional intelligence
Understanding and preventing burnout
Self-management
“Facts, facts, facts” – is the motto of a famous
German news magazine. It has a ring to it which
is sound, reliable and objective. It would seem
that everything depends on facts. But far from it!
Only 7% of all human success is based on facts,
93% on the other hand can be traced back to
emotions! Consequently, the key factors for professional
success lie within “emotional intelligence”
or one’s so-called “EQ”.
This MiniMax will familiarize you with how you see
yourself and how others see you, train your intuition
and show you how you can regulate your
emotions. Get smart, emotionally!
People who permanently exceed their performance
limits with a marathon workload are at
risk of burning out inside. Thoughts like “I feel like
I’ve been hit by a train”, “Nothing seems fun
anymore” or “Everything seems so meaningless”
occur more often.
And at some point the battery wears out entirely!
Body and spirit need to pause for breath.
What remains is a great inner void. Don’t wait
until it’s too late.
In this MiniMax you will find out which symptoms
provide early indication of burnout. You will become
acquainted with preventive measures
and achieve the turnaround to “burnIN”.
26.2 EMOTIONAL INTELLIGENCE 2 27.2 BURNING IN INSTEAD OF BURNING OUT 2
It’s all in the attitude!
Yes! This is all about how you see the proverbial
cup. How do you see it? Is it half full or half empty?
I see, half full! Great! And what do you say if
asked about an “endoplasmic reticulum”? Most
would say “I don’t know!” What would the
answer have to be if you truly had a “half full”
attitude?
You attitude to life and work, in combination
with your convictions, values and capabilities,
forms a kind of spiral. It helps you along or hinders
you.
In either case, it is self-perpetuating. Its impact resembles
that of a self-fulfilling prophecy. The
choice is yours!
Finding meaning and using resources
Times of crisis and burnOUT are often linked to
questions about meaning. Everything appears
as if caught in a treadmill and questions upon
questions arise. What is truly important to me?
What is meaningful to me? What concerns do I
have? What is meaningful in my life?
There are no standard answers to these questions
and tips which begin with “you should” are
of no use. Meaning is there to be found and sometimes
this requires great effort.
In this MiniMax you will be provided with ideas
based on the philosophy of life. They’ll inspire
you to discover new dimensions of meaning and
return to uncovering your own answers.
34

IMPLEMENTING TARGETS AND INTENTIONS 1 28.1
One’s weaker self
We all know what it’s like. We rarely act on good
intentions. The reason: Our weaker self always
seems to appear when we want to change something
or begin a difficult task. A pet hate!
In this MiniMax you will find out how your weaker
self functions and what subtle tricks it has up its
sleeve. You will become acquainted with its positive
side and learn how to tame it with effective
anti-weaker self strategies so that you it “walks
calmly at your side”.
Using new language and thought patterns, you
will be a proactive implementer of your own intentions.
You will achieve your goals with less effort
and more success.
IMPLEMENTING TARGETS AND INTENTIONS 2 28.2
Self-management
Mental techniques from the world of high performance sports
Perfectionism, procrastination and “yes, but” excuses
are examples of classic ways to sabotage
your own goals – unintentionally for the most
part. If you don’t want to keep throwing a spanner
into your own works, analyse the underlying
thought patterns and dogmas.
This MiniMax provides you with room for reflection:
You will recognize how certain self-sabotage
patterns function and receive valuable inputs
from sports psychology and high
performance sports.
You will use select mental techniques and take
control. You will release energy and achieve
your goals. Well done!
35

“Whether you think you can,
or you think you can't,
you're right.”
Personality
Carlos-Enrique Pescador
36

Minimax
Personality
Personality
37

Minimax
personality
career
29.1 SELF-PERCEPTION AND OTHERS’ PERCEPTIONS 1 30.1
PERSONALITY AND VALUES 1
Introduction to Insights Discovery
Introduction to the Reiss profile
Personality
The easiest and best way to allow your full power
to unfold is to do what suits your “type” well. But
how do you know what “type” you are?
The Insights Discovery system is based on the typological
model of Swiss psychologist C.G. Jung.
Like a map, it shows you where you are.
You will gain a more in-depth understanding of
your preferences and patterns and become
better acquainted with yourself along with your
strengths and weaknesses. You will know what
gives you energy and what drains you of energy.
You will be given varied approaches and specific
information for your development.
The Reiss profile is a process developed by Dr
Steven Reiss which covers a person’s individual
motives.
It provides information on what guides you and/
or is truly important to you professionally and personally
and contributes to your personal satisfaction
(self-awareness). On this basis, it shows you
how you can develop your full performance
strength and where your individual challenges
lie (potential).
In this MiniMax you will be given an overview of
the 16 life motives contained in the Reiss profile.
You will understand yourself better and know
what gives you energy.
29.2 SELF-PERCEPTION AND OTHERS’ PERCEPTIONS 2 30.2 PERSONALITY AND VALUES 2
Introduction to MBTI ® Step I / Step II
MBTI® is a stable basis for lifelong and personal
development. It helps you to better understand
your own individual differences and strengths
and those of others.
This MiniMax introduces you to the 4 dimensions
of MBTI®. These result in individual preferences
which vary from person to person:
- How do I deal with the external/internal world?
- Where do I get my energy from?
- How do I perceive my environment?
- What do I focus my attention on?
- How do I decide?
Interactive short exercises allow you to experience
the impact of different preferences.
Introduction to the “9 Levels of Value Systems”
You may or may not be aware of it: But you too
have your own value hierarchy. Although this
psychological DNA is extremely important, people
are frequently unaware of it. It is apparent in
typical ways of thinking, dogmas and principles.
The fascinating thing is this: If you know your personal
value system, you will also know to what
degree you suit the culture in your company and
where there may be areas of tension.
The model of the “9 Levels of Value Systems”
measures the value systems of people, groups
and organizations. This makes it possible to understand
and discuss successes as well as conflicts.
38

KNOWING TALENTS AND USING THEM PROPERLY 1 31.1
Introduction to BIP
PRESENTING YOURSELF PROFESSIONALLY 1 32.1
Authentic through personality and style
BIP (the Bochum inventory on the job-related
personality description) is a psychological test
procedure in the form of a questionnaire. It systematically
covers six global job-relevant personality
traits.
This MiniMax provides you with a sound overview
of the job-related personality description and introduces
you to the BIP system.
You will learn how you can apply BIP, e.g. for selecting
staff, coaching, personal development
or consulting in professional and career-related
areas.
KNOWING TALENTS AND USING THEM PROPERLY 2 31.2
Introduction to potentials analyses
An analysis of potentials uses a structured test procedure
and the observations of others to determine
the presence of specific characteristics and
capabilities. A valid profile of strengths and weaknesses
provides the candidate with a comparison
of self-perception and the perceptions of others.
In terms of further development, the results are
discussed in detail within the scope of a personal
feedback dialogue.
This MiniMax provides practical explanations and an
opportunity to reflect on the individual steps as well
as the multilayered methods of the procedure. You
will then know the critical aspects and whether the
analysis of potentials is a suitable procedure for you.
Professional success is not just a matter of expertise.
The way you present yourself is just as critical:
Polite manners, tact and style reinforce selfconfidence
and generate acceptance.
If you master the most important rules of conduct
and a professional communication style,
you will come across as authentic, confident
and self-assured. You will be well received, able
to convince others and succeed, professionally
and personally.
For small talk, customer contact or handling tricky
situations: Presenting yourself professionally is something
to be learned and reflected on. This Mini-
Max will provide you with targeted support.
PRESENTING YOURSELF PROFESSIONALLY 2 32.2
Showing presence and increasing reach
In order to have a good reputation and reach
people, you need to know what “stages” you are
performing on and how to use them effectively.
What is the importance of your “role”, the “plot”
and “the performance”? How do use your body
language and voice, and how do you use your
gestures and movements?
In this MiniMax you will receive effective ideas
from the world of theatre which are well worth
knowing: You will use the visual power of the
(premiere) performance and actively generate
appeal and trust. With a stronger presence you
will captivate your counterpart. You will become
more visible and achieve more.
Personality
39

Minimax
personality
career
33.1 SELF-MARKETING 1
34.1
YOUNG PROFESSIONALS: ORIENTATION 1
Succeeding through self-marketing and profile
Convincing applications
Personality
Self-marketing means knowing what you have to
offer! The aim of this MiniMax is for you to be able
to show this authentically and self-confidently.
It’s not about pretending to be something you’re
not, teaching you to be a “big mouth” or winning
a constant competition.
Good self-marketing is effective from the inside
out: It’s all about knowing how you see yourself
and how others see you, being aware of your own
strengths and weaknesses and showing yourself in
a positive light. You will develop a positive understanding
of self-marketing and receive remarkable
ideas.
In addition to “what”, the “how” is particularly important
to ensure the success of your application.
It therefore pays off to give this particular attention.
In this MiniMax you will be given an overview of
the most important factors for a successful application.
The topics “application documents”,
“cover letter” and “interview” will be discussed
in detail. The optional “assessment centre” topic
is also available.
At the end of this MiniMax you will know what it
takes. You will gain self-assurance, confidence
and composure. This way, you will make a lasting
and positive impression. Your application will be
convincing.
33.2 SELF-MARKETING 2 34.2 YOUNG PROFESSIONALS: ORIENTATION 2
More than manners, small talk and etiquette
The “dance floor of diplomacy” may be slippery
– similarly professional life has some critical situations
in store for you. To make sure you don’t slip
or put your foot in it, it’s beneficial to take the
most important rules of professional life to heart.
In this MiniMax you will reflect on the significance
of first impressions, small talk and body language
as well as dress codes and contemporary forms
of behaviour and communication. You will discuss
all of the issues – including the sensitive
ones. You will gain self-confidence, certainty
and composure. You will generate acceptance
and leave behind a positive impression, convincing
other with your appearance.
Expert or executive?
Are you also wondering what the next step in
your professional development might be? Is your
future career going to focus on your professional
expertise or are you tempted to assume executive
responsibility?
For a feasible professional career, and therefore
one which is successful in the long term, everything
hinges on whether the course you set out
on suits you.
This MiniMax gives you ideas for personal deliberation
and increases your awareness of the various
requirements so that you will make the right
decision.
40

THE BEST YEARS 1 35.1
40 plus: Career, life balance and (re-) evaluations
Turning 40 years “old” is a significant milestone for
many. Often the career has plateaued and questions
arise such as: “Was that it?”, “Where do I go
from here?” or “What career perspectives are still
open?”
This MiniMax revolves around insights from psychology
and career research as well as the question
of how you can arrive at an individually suitable
and helpful (re-)eVALUation.
You will evaluate the importance of the professional
part of your life and strike a new balance. A
good basis for your further success and sustainable
work and life satisfaction.
THE BEST YEARS 3 35.3
60 plus: Endings and beginnings
If you’d like to shape the years you have ahead
meaningfully and with satisfaction, it is best to
actively prepare yourself for “retirement”.
This MiniMax presents research findings on the
subject of “remaining young despite aging”. You
will find out which aspects of life after 60 are especially
significant. You will receive stimulating
ideas on the subjects of “social inclusion”, “spiritual/emotional
activity”, “nutrition”, “exercise”
and “sleep”.
Take control and discover new perspectives and
fulfilling tasks. You will master the upcoming transitions.
You will find a lot to discover.
THE BEST YEARS 2 35.2
50 plus: Health, satisfaction and maintaining performance
This MiniMax provides you with new insights from
psychology, career research and the art of living.
You will reflect on the stages of career and life
along with the typical challenges, responsibilities
and roles that go along with each stage. You will
be provided with inspirations for work and life satisfaction
and develop ideas on maintaining
performance and health in the long term.
New and surprising evaluations will become possible,
opportunities in terms of thoughts and actions
will present themselves. A good basis for
personally planning the upcoming (professional)
years.
Personality
41

“All of our disputes are the result of
one wanting to impose his will on another.”
Mahatma Ghandi
Team
42

Minimax
TEAM development
Team
43

Minimax
team and
team development
36.1 TEAM COLLABORATION: BASICS 1
37.1
TEAM DEVELOPMENT: BASICS 1
Achieving team success with team dynamics
Kicks for team development
Nothing works without teams anymore! But working
in and with teams is complex. Unconscious,
group dynamic processes often jeopardize logical
facts and therefore the achievement of objectives.
With the help of an experience-oriented
learning project, this MiniMax will increase your
sensitivity for the psychodynamics in teams:
What are the different team phases? What is the
importance of roles? How is power distributed?
What happens explicitly and implicitly?
Organizations are successful if teams achieve
good results. However, the challenge frequently
consists in providing results in a short space of
time. This is exactly where a “kick” is required, i.e.
the targeted team development “kick”. If ideally
applied, it works as a catalyst and speeds up the
process.
Tailored to suit the situation in your team, this Mini-
Max will teach you about the different options of
a “kick”: What to do when a team leader or parts
of the team are new? What happens when teams
are joined or conflicts occur? What to do if there
are different locations, values or cultures?
Find the “kick” for your team!
You will perceive more consciously and understand
the psycho-logic of teams. You can shape
the manifold occurrences within teams more effectively
and exert a more targeted positive influence.
Success in the team will follow.
36.2 TEAM COLLABORATION: BASICS 2 37.2 TEAM DEVELOPMENT: BASICS 2
Team
Expertise for today’s team challenges
Working in and with teams is changing. The way
teams work together is becoming increasingly interdisciplinary,
international and virtual – practically
a matter of course for the “New Work Design”.
But this doesn’t necessarily make things
any easier. Collaborative work is in greater demand
than ever before; especially in the case of
knowledge workers.
In this MiniMax you will learn which challenges
and conflict potentials are inherent in which
team compositions. You will become acquainted
with various roles and ways of working in a
team and how to use these flexibly.
You will professionally master today’s team challenges.
Understanding and preventing bullying
Conflicts are like tomatoes: They start off green
and then turn red. The phenomenon of bullying
is a classic example: Harmless conflicts can escalate,
an atmosphere of mistrust and mutual
disrespect is created. And then it is often too
late. Well-intentioned interventions and team
developments are to no avail.
In this MiniMax you will find out exactly what bullying
is. You will learn how to recognize bullying
processes and take preventive action.
You will know how you can effectively put an
end to bullying and protect victims. You will find
appropriate opportunities for team development
and get back on track for success.
44

DIVERSITY: DEALING WITH A MIX 1 38.1
Weaknesses of strengths & strengths of weaknesses
People are all different! This may sound trivial –
but in fact it isn’t! All too often differences that
exist within a team are accompanied by prejudices
and premature criticism.
The Insights Discovery model or the Full Circle
can provide you with useful orientation: You will
understand how styles of work, leadership and
communication may differ. This makes it possible
to name the differences and discuss them with
great ease.
You will learn why differences within the team are
useful and meaningful. A positive attitude will be
created in the team. This gets rid of stress. Teamwork
will becomes easier and more successful.
DIVERSITY: DEALING WITH A MIX 2 38.2
INTERCULTURAL EXPERTISE 1 39.1
Collaborating with other cultures
You work with people from different cultural
backgrounds and are familiar with the frustrations
of “not being understood” or “not being
able to understand”. At the same time you’ve
experienced how enriching new views from
other cultures can be.
The astonishing experiments of this MiniMax help
you improve your intercultural expertise and ability
to take action.
You will reflect on the effects your own culture
has on you and on intercultural experience. Simulations
provide you with a framework for orientation
and reflection for the challenges involved
in collaborating with other cultures.
INTERCULTURAL EXPERTISE 2 39.2
Type-appropriate communication in the team
We all enjoy getting the “red-carpet treatment”.
The “red carpet” of communication means adapting
specifically to the various preferences of
your counterpart. It shows your appreciation,
and is well-received and convincing.
The Insights Discovery model provides you with a
structured “map”: You will hone your perception
skills and recognize the preferences and needs
of others quickly and precisely. You will avoid
classic faux-pas and communicate in a typespecific
manner.
The carpet is rolled out. Understanding within the
team becomes easier and more successful. For
everyone.
More success with “cultural awareness”
“Cultural awareness” means consciously and
sensitively perceiving cultural differences. It includes
far more than “just” the right behaviour. It
is also a matter of awareness: How does another
person’s cultural background affect me? What
triggers this kind of communication/behaviour in
me? Which cultural backgrounds play a role,
e.g. in the case of different ways of managing
time and projects, for presentations and meetings
or in sales? Which values and mindsets form
the foundation?
And sometimes the really small utterances like
“yes”, “no problem” and “interesting” are the
ones that lead to misunderstandings or confusion.
Team
45

Minimax
team and
team development
40.1 CONFLICT MANAGEMENT 1
41.1
SETTING LIMITS 1
Successfully overcoming conflicts together
Saying “no” constructively
Conflict situations are normal and are a part of
the daily work routine. However, many consider
them to be a danger and avoid them. In doing
so they miss out on the potential to be gained
from a productive debate and numerous chances
for positive development.
When conflicts are not resolved, each side digs
in its heels and the opportunities for positive action
dwindle increasingly. Escalation is the result.
This MiniMax shows you how to distinguish types of
conflict and recognize conflict signals at an early
stage. You will become acquainted with solution
strategies and constructive interventions. You will
handle conflicts with confidence and composure.
.
40.2 CONFLICT MANAGEMENT 2 41.2 SETTING LIMITS 2
“Those who are open to everything can’t be quite
sane!” This quote reflects a familiar challenge:
It’s a matter of striking a balance between being
open and setting limits, between closeness and
distance. This process is dynamic and it involves
crossing lines or not respecting limits. That is precisely
why it is important to have your own clear
limits and respect the limits of others. But why is a
clear “no” so difficult? And which constructive
formulations help signalize limits in a way that is
bearable? In this MiniMax you will become acquainted
with appropriate customer and solution-oriented
variations. You will say “no” constructively.
Team
Resolving conflicts with the Harvard principle
Before conflicts even arise perceptions play a
key role: We always perceive selectively and see
only parts of the whole. But we base final conclusions
on this. Prematurely. And this is precisely
where our attitudes and mindsets play a critical
role.
In this MiniMax you will find out all about the role
of perceptions and premature conclusions.
Using the Harvard concept you will learn how to
consider four conditions which will help you keep
your cool even in heated debates and develop
solutions.
The healthy way to deal with slights
When we feel unappreciated, excluded or rejected,
we respond in our own individual way, e.g.
with anger, sadness or anxiety. Our reflex may
also be defiance, distance or “cutting ties”. In
professional life, in addition to personal slights, we
are confronted with structural ones. These may
take the form of rigorous changes, unclear communication
structures or strange tasks. Sometimes
they continue to have an effect for quite some
time afterwards.
In this MiniMax you will track down your stable zones.
You will become acquainted with the drama
triangle as well as sources of protection to prevent
you from prematurely processing situations
as slights. A strong tool.
46

Feedback - feedforward 1 42.1
The art and power of feedback
Feedback means comparing how you see yourself
with how others see you. And because it accelerates
development and change, feedback
is a powerful instrument.
If you know how you affect others, you can put
your strengths to gainful use and actively work
on your weaknesses, and take even more effective
action. However, in the daily business routine,
there is often a lack of critical feedback on
your own impact.
What’s the best way to get feedback and how
do I give helpful feedback? What do I need to
consider when doing so? What if I don’t like the
feedback I receive?
Feedback - feedforward 2 42.2
Practical feedback exercises
We are ourselves are unfathomable. We keep on
changing and there’s always something new to
discover.
This MiniMax is like a research lab. Experiment
away if you like! You will be equipped with numerous
intuitive feedback methods. Make use of
them if you like. Whether you are receiving or giving
feedback, both require practice.
A structured framework ensures that feedback is
constructive. You determine which methods
you’d like to try out on whom, how often and
when. A multilayered image of you as a person
will result. Fascinating!
Team
47

“It's not a matter of running
through the wall head first,
but rather finding the door with your eyes.”
Werner von Siemens
Work techniques
48

Minimax
work techniques
Work techniques
49

Minimax
work techniques
43.1 MEETINGS AND MODERATION 1
44.1
VISUALIZING 1
Achieving results with the IDEAL³ principle
Want to achieve your goal through your meetings?
Want to motivate and engage colleagues
and get them on board? And you want implementation
which is reliable and on schedule?
This MiniMax reveals the secret: The IDEAL³ principle
provides you with clear structures and rules
and distinguishes between various types of meetings.
In future you will create an agenda that is worthy
of its name. You will differentiate constructive roles
and establish a meta-level.
Your meetings will suit the requirements. They’ll
be more efficient, more effective and livelier.
Effective, goal-oriented and to the point
Visualization is more than just “make-up”. Visualization
is the translation of figures, content and
processes into the graphical or visual. It effectively
communicates knowledge, information
and problem constellations independent of culture
and area of expertise.
Since images enter the mind of your counterpart
directly, they are powerful and draw attention to
what’s important. You will maintain an overview,
have a central theme and ensure structure.
You will learn the basics of visualization and familiarize
yourself with traditional media and visualization
techniques.
43.2 MEETINGS AND MODERATION 2 44.2 VISUALIZING 2
Work techniques
Moderation tasks and techniques
Successful moderation means getting everyone
“on board” and achieving a goal together. Optimum
moderation leads to greater identification
with the results.
In this MiniMax you will develop the role and responsibilities
of a moderator. You will be given an
overview of application opportunities of various
media and train the most important moderation
techniques in short sequences.
Surprising intervention options ensure you are
equipped – even in the case of challenging situations.
Getting you in shape for your next moderation.
Mind mapping
Mind mapping is the Swiss army knife of work
techniques. Whether you want to prepare, plan
or implement; whether you want to master projects,
presentations or meetings; or whether you
want to analyse, structure or unravel complex interdependencies:
Mind mapping is applicable
in almost any situation and helps you visualize
content simply and comprehensibly.
In this MiniMax you will be given an introduction
to mind mapping and become acquainted with
the methods. With the help of practical exercises,
you will apply the techniques and witness
immediate success. Moreover, you will increase
your creativity and ability to problem-solve. Your
brain and your counterpart will thank you!
50

CREATIVITY AND INNOVATION 1 45.1
Creativity techniques for more innovation
Innovative and creative ideas are in demand
now more than ever before. Break with old, overused
thinking patterns and solve problems using
new approaches. Activate your potential for
creativity using targeted, creative methods to
arrive at solutions.
In this MiniMax you will reflect on the knowledge
of how innovative and creative processes are
carried out. You will experiment hands-on with
various application options and become acquainted
with selected creativity techniques.
Make contact with your personal creativity catalysts
and increase your capacity for innovation.
And to top it off, it’s fun.
CREATIVITY AND INNOVATION 2 45.2
WORK MADE BRAIN-FRIENDLY 1 46.1
Mnemonic mental factors
The speakers of Antiquity already made use of
mnemonic mental factors: Imagination, visualization,
logic, emotion, localization and association.
The more unusually and boldly you link your content
to these factors, the more it will be noticed
and valued. Then it will stick.
This MiniMax shows you how you memorise lists,
names or figures for longer and with greater
ease. Your own capacity for memory will astonish
you: Using the right technique has an immediate
effect.
You will be impressed. You will be able to present
without notes. You will have immediate and ongoing
access to important details and information.
WORK MADE BRAIN-FRIENDLY 2 46.2
New perspectives through humour-based techniques
Humour stands for a cheerful, relaxed world view.
Humour removes tensions and is an ideal buffer
against stress. It lets you laugh at yourself and at
problems. It reduces anxiety about making mistakes
and teaches a different way of handling
weaknesses.
In this MiniMax you will become acquainted with
humour techniques, leave off with usual ways of
thinking and adopt surprising perspectives. It’s fun,
it motivates and it promotes creative thinking.
Experience the positive effects on leadership,
presentations and sales. You will be adroit and
convince others more easily. Humour allows you
to create a more human corporate culture.
Understanding the brain: It’s all a matter of neurology
You will remember more about the content of a
text if you give it a quick read-though twice in 10
minutes than if you read it once slowly in the
same amount of time.
The brain is to “blame”. All information is stored in
a so-called knowledge network. The more a person
knows about a specific subject he/she has
heard or read about, the higher the level of
compression. Thus, there is a separate knowledge
network for each area. But what happens
if the knowledge network is not used?
You will find out all about it and more in this Mini-
Max. Your brain will be grateful, in the long term!
Work techniques
51

Minimax
work techniques
47.1 LEARNING AND READING SKILLS 1
48.1
THE POWER OF IMAGES 1
Speed-reading
Convincing with analogies and metaphors
How much time do you spend every day reading
emails, minutes, run-downs, websites, journals,
newspapers, books, …? And do you pay attention
to what your brain likes and doesn’t like?
In this MiniMax you will become acquainted with
strategies and methods for brain-friendly reading
management. You will try out the most important
speed-reading techniques which have proven to
be most effective in actual practice. Time-savings
of more than 30% are easily possible.
You will noticeably improve your effort/benefit
ratio when you read, and save time. You will be
able to get back to focusing more on your actual
goals and core responsibilities.
1. Images are emotionally entrenched and affect
the subconscious.
2. Images translate the abstract and complex.
This renders the content comprehensible and
makes discussion possible.
3. Images help us remember opinions and circumstances.
Three strong arguments in order to use and learn
a language of images.
This MiniMax shows you how you can translate
complex circumstances into readily understood
analogies and metaphors. You will learn which
sources are available to find images.
47.2 LEARNING AND READING SKILLS 2 48.2 THE POWER OF IMAGES 2
Work techniques
Learning techniques
Business-related tasks are becoming ever more
extensive and challenging. We have to assimilate
more and more information and acquire professional
and specialist knowledge in ever shorter
periods of time.
What learning type am I? What motivates me to
learn? How does sustainable learning work?
Which visualization and repetition techniques are
useful? How can I memorize things better? How
can I support the transfer? With the help of learning
experiments that are to the point and new,
and proven insights from research on learning,
this MiniMax provides you with answers to all these
questions. Learning will become easier and
more lucrative!
Storytelling/Storylining – Stories are convincing
Stories are told everywhere – in business as well as
in personal life. For thousands of years, knowledge,
values and meaning have been passed on by
means of fairy tales, myths and dreams.
It comes as no surprise that storytelling in dialogues
or presentations is a powerful and impressive
tool; without a doubt: the icing on the cake.
In this MiniMax you will find out what stories bring
about and what the relevant patterns are for suitable
stories. How can you create suspense?
Which story do you use for which subject matter?
How and where can you find appropriate stories?
52

DECISION-MAKING 1 49.1
How to make decisions with competence and confidence
Decision-making means finding a path even when
the available data is unclear or there are discrepancies.
What actually helps or hinders decisionmaking?
Why is it so difficult to make decisions
from time to time? What can help us to do so?
Rationality as well as emotionality and intuition are
important functions in the decision-making process.
In this MiniMax you will become acquainted
with approaches and tips for making decisions.
You will receive methods, techniques and checklists
for making sound decisions, even in difficult situations.
You will gain new ideas and your actions
will be marked by more confidence, and the decision-making
process will become easier for you
and your colleagues.
DECISION-MAKING 2 49.2
Understanding intuition and putting it to proper use
Real expertise is based on intuition. It goes beyond
mere rational thinking. Intuition is the key to deeper
wisdom. You can benefit from it in all areas of life.
In this MiniMax you will find out more about intuition.
You will learn what intuition is and what it isn’t.
You will learn where and how intuitive knowledge
appears and how to find the source of intuition.
Your intuition is there for you, be it for talks, executive
responsibilities or strategic decisions. If you
are in synch with your intuition, you will have greater
clarity, ease and freedom in your daily routine
and profession. With the help of a curious
mind, you will become acquainted with life from
a different perspective.
Work techniques
53

10 SAMPLE PACKS
Let yourself be inspired by these 10 sample packs:
Choose individual MiniMax and systematically
build your own unique, customized development
pack. It will enable you to reach your target
groups. Success guaranteed!
54

SAMPLE PACK 1 "COMMUNICATION PROS"
for support, service and IT
COMMUNICATION
BASICS 1
Communicating
professionally 1
Arguing
and convincing 1
NEGOTIATING 1
Understanding
and making
communication
transparent
Power talk:
The power
of language
The Six Sigma
principle of
argumentation
Negotiating
successfully
and on target
COMMUNICATION
BASICS 2
Communicating
professionally 2
Arguing
and convincing 2
NEGOTIATING 2
Communication
with difficult
counterparts
Customer
orientation,
even when
things get difficult
Overcoming
resistance with
adroitness
Negotiating
on the edge
SAMPLE PACK 2 “CONVINCING AND SELLING”
for consulting and sales
Communicating
professionally 1
Arguing
and convincing 1
NEGOTIATING 1
Präsentieren presenting 11
selling 1
Power talk:
The power
of language
The Six Sigma
principle of
argumentation
Negotiating
successfully
and on target
The
pyramid principle
The stages of
a sales talk
Communicating
professionally 2
Arguing
and convincing 2
NEGOTIATING 2
presenting 2
selling 2
Customer
orientation,
even when
things get difficult
Overcoming
resistance with
adroitness
Negotiating
on the edge
Suspense with
Hitchcock
Being convincing
even in case of
questions and
objections
55

SAMPLE PACK 3 “INTRODUCTION TO LEADERSHIP”
for new/junior executives
Leadership
basics 1
new in
leadership 1
Motivating
leadership 1
Leadership
through Dialogue 1
Leadership
in the
sandwich position
The first
100 days as
an executive
How motivation
works
Leadership
communication
Leadership
basics 2
new in
leadership 2
Motivating
leadership 2
Leadership
through Dialogue 2
Systemic
expertise
for executives
Evolving
from colleague
to executive
Defining targets
and giving
feedback
Psychology
for executives
SAMPLE PACK 4 “STRENGTHENING LEADERSHIP”
for executives
Leadership
basics 1
Motivating
leadership 1
Leadership
through Dialogue 1
healthy
Präsentieren 1
leadership 1
Change
Expertise 1
Leadership
in the
sandwich position
How motivation
works
Leadership
communication
Healthy leadership
of yourself
and others
Stages and
impact of
change processes
Leadership
basics 2
Motivating
leadership 2
Leadership
through Dialogue 2
healthy
leadership 2
Change
Expertise 2
Systemic
expertise
for executives
Defining targets
and giving
feedback
Psychology
for executives
Leading at
eye level
Dealing with
resistance
56

SAMPLE PACK 5 “TALENTS”
for talents, high potentials and junior employees
self-perception
and others' Perceptions 1
Presenting yourself
professionally 1
Communicating
professionally 1
Understanding
Präsentieren 1
complexity 1
Time management 1
Introduction to
Insights Discovery
Authentic through
personality
and style
Power talk:
The power
of language
Basics of
systemic
thoughts and
actions
From time
management
to time expertise
Young professionals
Orientation 2
Presenting yourself
professionally 2
Communicating
professionally 2
Company
development 1
Stress management 1
Expert or
executive?
Showing presence
and increasing
reach
Customer
orientation,
even when
things get difficult
The “9 Levels of
Value Systems”
Systematically
reducing stress
SAMPLE PACK 6 “PROJECT MANAGEMENT”
for project managers, lateral executives
Leadership
paradox 1
Motivating
leadership 1
Leadership
through Dialogue 1
Change
Präsentieren 1
Expertise 1
Lateral leadership
Leading
without directive
authority
How motivation
works
in projects
Communication
in the project
Stages and
impact of
change processes
Leadership
basics 2
Motivating
leadership 2
Leadership
through Dialogue 2
Change
Expertise 2
Systemic
expertise for
project managers
Defining targets
and giving
feedback
Psychology for
project managers
Dealing with
resistance
57

SAMPLE PACK 7 “CHANGE”
for change managers, change agents and executives
Change
Expertise 1
Understanding
complexity 1
Change And
Leadership 1
Change
Architecture 1
Stages and
impact of
change processes
Basics of
systemic
thoughts and
actions
Leading in
rough terrain
Elements
of successful
change
architecture
Change
Expertise 2
Company
development 1
change And
CommuniCation 1
Formats
for Change 1
Dealing with
resistance
The “9 Levels of
Value Systems”
Change
communication
for executives
Knowing
and using
large-scale
events
SAMPLE PACK 8 “SELF-MANAGEMENT AND HEALTH”
for improved time/stress/self-management
Time management 1
Stress management 1
Work life
Balance 1
Emotional
Präsentieren 1
Intelligence 1
Resilience 1
From time
management
to time expertise
Systematically
reducing stress
The
Think-balanced
principle
The concept
of emotional
intelligence
Withstanding
pressure
Strengthening
resilience
Time management 2
Stress management 2
Work life
Balance 2
the best
years 1-3
implementing targets
and intentions 1
Using the
VICKTORY
principle
to succeed
The strengths
of the mind:
Managing stress
mentally
Happiness,
quality of life
and flow
40 plus
50 plus
60 plus
One's
weaker self
58

SAMPLE PACK 9 “NEW STAFF”
for introductory programmes for new staff
COMMUNICATION
BASICS 1
Time management 1
understanding
companies
Communicating
Präsentieren 1
professionally 1
Understanding
and making
communication
transparent
From time
management
to time expertise
Basics of
systemic
thoughts and
actions
Power talk:
The power
of language
COMMUNICATION
BASICS 2
Time management 2
our
corporate culture
Communicating
professionally 2
Communication
with difficult
counterparts
Using the
VICKTORY
principle
to succeed
The “9 Levels of
Value Systems”
Customer
orientation,
even when
things get difficult
SAMPLE PACK 10 “STRENGTHENING TEAMS”
for new and existing teams with special challenges
Diversity:
dealing with a mix 1
COMMUNICATION
BASICS 1
COnflict management 1
Understanding
Präsentieren 1
complexity 1
Weaknesses
of strengths &
strengths of
weaknesses
Understanding
and making
communication
transparent
Successfully
overcoming
conflicts together
Basics of
systemic
thoughts and
actions
Team collaboration:
Basics 1
COMMUNICATION
BASICS 2
Meetings and
Moderation 1
Company
development 1
Achieving
team success
with
team dynamics
Communication
with difficult
counterparts
Achieving
results with the
IDEAL³ principle
The “9 Levels of
Value Systems”
59

Clients’ voices
“Short workshops by the name of “Learning Espresso”
have been taking place at Merck for 3
years. The participants come away with a lot of
information, suggestions and ideas on various
communication topics within a short time. The
M2M consultants do much credit to the name
‘Learning Espresso’: Short, strong, effective!”
Maria Krauskopf, HR COE Talent & Development,
Learning Germany, Merck KGaA
“As an executive as well as the coach of my
team, I was curious as to whether and how I can
position myself with the new methods and processes
with regard to the continuous change in
the company. The seminar equipped me with
many methods. The trainer gave us the room to
manoeuvre which is required for a creative seminar
– in the truest sense of the word. Thanks!”
Franziska Methling, Team Leader HR, Coca-Cola
Erfrischungsgetränke GmbH
“Be it smarties, team development, executive
seminars or coaching: M2M is uncomplicated,
flexible and fast! Our participants always give
top feedback and benefit from the content,
which is reality-oriented and vividly conveyed.
For my own part, I was enthusiastic because the
content-based expertise is embedded in an authentic
and holistic philosophy – it’s compelling!
This has convinced me over the past few years
of our collaboration.”
Ralf Kronig, Senior HR Consultant, SAP SE
“Together with M2M we developed our executive
training programme, which now constitutes
a critical and, more importantly, sustainable
component in the implementation of our values.
The collaboration with the M2M team delivers
the desired success and is an offer for our
executives which they are extremely fond of
and happily take part in. ‘I benefitted a lot from
the programme, I approach staff appraisals in a
different way and view my leadership role more
clearly,’ one of the participants told me.”
Jürgen Trefzer, CEO, A. Raymond GmbH & Co. KG
“I especially liked the insights into systemic
thinking. The combination of reflection, group
work and presentation resulted in a very
interactive exchange and an open, pleasant
learning atmosphere. The requirements of the
participants were tracked and clearly fulfilled.
Heartfelt thanks for this great seminar!”
Karin Randall, Deutsche Lufthansa AG
“The expertise and social competency of the
M2M consultants and trainers convinced us.
Continuous positive feedback from our staff reinforce
our decision to collaborate with M2M
Consulting. It was always friendly and binding.
Thank you very much!”
Jennifer Maul, Personnel Development and
Organizational Development, Thomas Cook AG
60
WE ARE MEMBERS OF

Our clients
61

Personality meets
expertise
Ulrich Mahr
Managing partner

M2M Senior Consultants
Dieter Barth
Dr. Marion Benson
Bernhard Broekman
Barbara Lehmann
Michael Martinek
Jessica H. Nibbrig
Christin Nierlich
Dr. Nina Paulic
Kirstin Röper-Gurzawski
Andreas T. Schaffron
Ulrike Schmalzridt
Ulrike Stahl
Julia Streuber
Hildegard Strothjohann
Sabine Voltz
Katrin Wagner

M2M CONSULTING
Taunusstraße 7
D - 76275 Ettlingen
tel +49 7243 766 77 - 0
fax +49 7243 766 77 - 19
info @m2m-consulting.de
www.m2m-consulting.de