Interview with Oliver about management consulting and training

Management Consulting and Training - What is Behind It?

Oliver: One could compare it to a soccer team. As a management consultant and trainer, I am essentially the coach who leads the team to success on the field. My goal is to help companies achieve their objectives and improve their performance. A major topic here is digitalization, which, for me, often starts with the small things. Before you quickly jump in with a follow-up question about these small things, let me explain, and I'll stick with the soccer analogy: In the past, coaches used to walk along the sidelines with magnetic boards or pad and pencil – today, they do it with a tablet in hand.

Generally, it’s about change. How do you help companies implement this change?

Oliver: I primarily look at how they communicate today and then deliver ideas on how to communicate in a more modern and fresh way.

Can you be a bit more specific?

Oliver: Emails, SMS, social media - we are bombarded with them. To generate attention today, we need catchy ideas that are somewhat off the mainstream. Let me give you an example. I was tasked with generating a newsletter for a large telecommunications company. It can be done according to the usual formula – but you want it to be read. I then thought of creating the newsletter in the style of the "Daily Prophet" from Harry Potter - with moving images. And before you ask: It was and still is very well received.

That does indeed sound like a different approach. Do you have another example?

Oliver: Sure. A client was looking for a way to attract attention at a trade fair in a special way. He didn’t want to just send people to distribute his flyers. I then took pictures of his company and attached buttons to each, behind which different information about the company appeared – from financial metrics to the product line. This way, the employees approached people with tablets in hand and they could explore the company playfully.

Unconventional - and creative! How would you describe your approach otherwise?

Oliver: If you’re expecting a bunch of Anglicisms now: Not happening. My approach is this: I inform myself about the company that wants to use our services or needs our support. I talk to many people in this company to get a feel for its culture. After these conversations, I define challenges - and then develop solutions. I then present the solutions, get the go-ahead from the management, and implement them. One shouldn’t complicate things more than they are.

Do you remember a situation where things got a bit shaky?

Oliver: I do – what consultant wouldn't know such a situation? For example, I once had a project with an IT manufacturer. The team was distributed nationwide, and the knowledge and expertise levels of the employees were very different. The company was keen on turning its employees into a team that has a focused direction – and pursues this together. That was certainly quite challenging.

What did you do?

Oliver: I held three workshops over two days and coached the people. In the end, all employees made a commitment, and even an enthusiastic commitment, because everyone recognized the goal – and understood the path to get there.

Communication and collaboration play an important role in management?

Oliver: Collaboration and communication are crucial. Only if everyone in the team communicates with each other – and the core team is on the same knowledge level – supporting each other and clearly defining their goals, can the team be successful. You also need constructive feedback from time to time, otherwise, you’ll stew in your own juice.

Is there a tip you would give to companies?

Oliver: It is important to establish a positive and constructive culture of conversation and feedback. To continue with the soccer analogy: Of course, things can get a bit rough, and there will be some complaints and reprimands. However, that's not how one should typically interact in a company, but clear feedback is indeed important. That should, as mentioned, be constructive and not offensive, aiming to improve the team and its performance rather than to throw someone under the bus just to stroke one’s own ego or play the "I am so important" card. Open communication and an atmosphere of trust are the key to initiating change and growing continuously.

That sounds nice in theory - but in reality, mistakes do happen...

Oliver: Yes, mistakes happen and are usually not pleasant. However, they are part of the learning process. Therefore, it is important to learn from mistakes and use them as an opportunity for improvement. As a management consultant and trainer, I encourage companies to establish a culture of mistakes in which employees can openly talk about their mistakes without fear of negative consequences. Fortunately, many companies have already recognized the importance of this: For example, I was the project leader in establishing such a culture of mistakes in a globally operating company. It launched a project, rented a large hotel, invited 500 participants, and scheduled six workshops for two days because it really wanted to improve the culture of mistakes in the company. I managed that, and it really was a great success. In that company, nobody is afraid of getting in trouble with the boss if they make a mistake anymore. After the two days, everyone had internalized one of my favorite guiding principles: Making a mistake is okay. Making the same mistake twice? Not so much.