There are two essential tasks in our life that no one prepares us for: Educating our children and leading people. Both tasks are extremely complex. On the one hand it has a major impact on the development of people and therefore society, and on the other hand, it impacts companies and their long-term success. Throughout our studies, we are “loaded” with facts, knowledge and methods. A skilled worker does not necessarily turn into a skilled leader. The Magellan Principle ends the “trial and error” process and builds on fast learning success and consistent and lasting behavioural changes.
Executive director of IWP-Team GmbH & Co. KG, author and originator of the management concept: “The Magellan Principle”
Goals of this Learning Unit:
■ identifying the fundamentals of leadership
■ applying the task of a leader
■ implementing the corporate requirements for the leader
■ pointing out the effects of the difference between leadership and management
Goals of this Learning Unit:
■ knowing and applying the basics of a vision
■ utilization the visions as an orientation and source of strength for all involved parties
■ knowing the importance of recognizing the viability of a vision
■ using visions as the beginning of every life cycle of products or companies
Goals of this Learning Unit:
■ applying the fundamentals of goals
■ setting clear goals
■ using goals as entrepreneurial direction givers
■ recognizing goals as milestones on the way to achieve a vision
■ using targets as a measure of the degree to which the vision has been achieved
Goals of this Learning Unit:
■ knowing the basics of strategy creation
■ registering the efficiency of a strategy
■ realizing the correlation to leadership tasks
■ using strategies as the highest type of action
■ applying strategies as a guideline for measurements
Goals of this Learning Unit:
■ knowing the fundamentals of decision-making
■ knowing the causality between making decisions and implementing
■ seeing the connection between successful process flows and decisions
■ defining clear responsibilities for a successful implementation
Goals of this Learning Unit
■ Knowing the fundamentals of controlling.
■ Using controlling as a motivation boost.
■ Making use of the right controlling methods.
■ Seeing the correlation between controlling and achieving the vision and goals.
■ Knowing the opportunities and risks of controlling and taking them into account.
Values play a central role in leadership. The connection between personal and cooperate values will be examined.
■ The fundamental impact of values on the companie’s success.
■ Authenticity through embodying of the values.
■ Purpose through values.
■ The impact of values on the motivation of all involved parties.
Goals of this Learning Unit:
■ Planning instruments and methods,
■ SWOT-Analyis,
■ Cost-utility analysis, portfolio analysis,
■ Core-indicators-systems…
… to be implemented in the planning process.
Goals of this Learning Unit:
■ Organizational structure,
■ Core competences, procedural organization,
■ “Bottleneck-analysis”, quality standards,
■ Corporate Identity (CI)…
…to be implemented in the governance process.
Goals of this Learning Unit:
■ Fundamentals of human behaviour and motives,
■ Brain structure and communication models,
■ Communication tools,
■ Conflict analysis, conflict management and the phases of team building,
■ Real life simulations of conversational situations …
… to be understood and used correctly.
Goals of this Learning Unit:
■ Fundamentals of leadership styles,
■ Employee-potential-analysis,
■ Employee-indicators and employee-requirement analysis,
■ Judging and reward systems,
■ Further training for employees in the department of human resources…
… to be understood and used correctly.
Goals of this Learning Unit:
■ One’s own time management,
■ Differentiation between “urgent” and “important”,
■ The various subjects of time management,
■ Time management methods,
… to be understood and used correctly.
The Magellan Principle relies on fast learning success and consistent and sustainable behavioural changes. The brain and behavioural research has already proven that people have a sustainable learning process if we create imagery and a high degree of identification. At the same time, people need a reason/purpose to change their behaviour.
Magellan’s approach includes everything a successful leader needs. The time of round about 500 years helps to identify the essential, fundamental factors of success of the procedure. In addition to these principles, the Magellan principle means first and foremost differentiating between “leading” and “managing”. Leading means giving a vision, setting goals, building strategies, making decisions and implementing them as well as staying in control. Managing, on the other hand, has an operative character and includes planning, governance communicating as well as organizing the staff and oneself.
The Magellan principle offers your leaders enough room to test and train other behaviours. It offers the opportunity to learn new methods and strategies, to profit from a lively exchange and to critically question one’s own goals and attitudes. The aim of the training is to impart practical and practicable knowledge and to train the different contents of successful leadership behaviour in an open and experimental environment.
■ Clarified structures and responsibilities within the departments
■ Improved communication
■ Improved engagement and higher motivation from every single employee
■ Room for new ideas, products and developments
■ Higher sales potential with existing customers through new products
■ Effective time management
Employees find their position in the company through assigned tasks, their own areas of responsibility and supervisors. The integration into this structure gives them security.
One of the most important requirements for your success is a well-functioning, harmonious and reliable team. This requires team-minded employees and efficient leadership.
In order to develop key competencies, the Magellan Principle offers complementing, practice-oriented training content. Multiple fields of competence are covered by various measures:
■Social competence (leadership, conflict management, team spirit,…)
■ Communicative competence (conversation, rhetoric, behavioural models,…)
■ Analytical skills (analytical and structured thinking, strategy development,…)
■ Methodological competence (analysis models, governance models, strategic alignment…)
■ Self-management (time management, self-organization,…)
Paul, in his late 30s, suddenly and unexpectedly has to face the realities of his daily tasks as a leader in an international corporation and the associated questions on the subject of leadership. He answers these questions with the parallels of Ferdinand Magellan’s 500-year leadership history, analyzes them in detail and discovers the central significance of the values that form the connection between the two levels of tasks and tools. Paul clearly reveals the existing and decisive difference between leading and managing. The Magellan principle shows what leadership really has to accomplish. Learn more about the adventure of leadership and read for yourself! (German Version only)
