Organizational issues and general conditions
Times and daily routines, dates in the training, seminar documents and materials, managing absenteeism and similar, examination prerequisites and conditions, overview of the contents, methods, techniques, work style

Face to face meeting
Warm-up exercises, active listening, rules for collaboration, agreement on work style, make contact

Training objectives and key points
Develop comprehensive training objectives (general, personal), agreement on work style (collective, individual)

The trainer as process consultant
Facilitates contents and methods, management of emotions, sits on the fence, the prominent position, the extra responsibility

Information and communication as a basis for collaboration
To the psychology of information processing, communication as a process of reciprocal influencing, impact of individual information and communication habits on the procedure and result of a collaboration, communicate -the medium ot the collaboration.

Dynamics of the collaboration
Development stages of collaborating, conflicts and how to manage these, performance resources and how to mobilize these through collaboration

Team management
Planning and arrangements of teamwork, securing performance-enhancing cooperation conditions, consensus strategies, coordination as a permanent leadership requirement

Demands on managers
Function and self-concept of a manager in a German company, expectations of the company and of the staff members of different affiliations, managerial functions and responsibility within the Diversity Management

Psychological principles of personnel management
Factors that influence and guide behavior in companies of different nationalities, interplay of leadership behavior and employee behaviour and of work climate and performance, factors that promote/inhibit motivation

Personnel management in practice
Recognize management situations and objectives, management tools - their application, effect and appropriateness, information and communication patterns for the goal-orientated personnel management, the meaning of systematic performance and behavior feedback

Situations for needs analyses
Business objectives, business concept, managerial development, enhancement of methodological competencies, guide processes and teams

Systematic approach 
Methods for needs analyses (interviews, questionnaires, workshops)

Action planning

Training design (rough concept, offer)

Formulation of a strategic personnel development plan

Development of requirement profiles

Instruments for strategic training evaluation
Identification of target and measurement categories, tools for outcome evaluation

Implementation of analyses of potentials/appraisal tools
Expert interviews, assessment centre, 360-degree feedback, performance appraisal, superior feedback, annual appraisals/appraisal interviews

Development of support programmes

Change Management
The role of personnel and organizational development, participation of the people concerned (action learning, business process analyses), group events, target agreements, team development and group work, introduction of business concepts

Problem-solving in projects
Project organization trends

Preparing a presentation
Procedural strategies, structure of a presentation, presentation objectives, development of visualizations, preparation for a target group, choise of media and their application, facilities

Applied presentation techniques
Application of supporting visualization, tools for an effective presentation and visualization, display formats, design of pictorial representations, requirements and rules for a successful visualization, procedure of a presentation (for example introduction, main part, conclusion), exercises, "composition" of the visualization

Design elements
Using varied forms of expression, utilization of verbal pictures, pronunciation, pausing and intonation, non-verbal behaviour to complement and enrich verbal speech, activating listeners

Handling disturbances
Overcoming critical situations in lectures and presentations

The right usage of exercises and methods
Preparation, briefing of actors and observer, implementation, analysis and transfer

Methods for different seminar topics and phases
Introduction and meeting the others, perception, communication and body language, cooperation and team development, leadership, self-management, loosening up, activation and relaxation, feedback and transfer, seminar conclusion

Work techniques and learning techniques
Impart basic learning techniques, planning and organization of learning, subject matter, structuring information (e.g. brainstorming, index cards method), time management (e.g. external influences and dependencies, acceleration models), concentration and memory training, creativity techniques (e.g. mind-mapping)

Reading strategies
Getting an overview, primary strategies and supporting strategies, familiarization of different reading techniques (e.g. punctual, sequential, intensive reading, SQ3R-method), irregular reading techniques such as photo-reading and speed-reading

Functions of human memory
Introduction to human experience and behavior, anatomy of the human brain, classic models of human memory (e.g. the multi-store-model), training units to improve memory

Mnemonic strategies
Definition, neuro-anatomy of the brain, store and retrieve information, presentation of a few models, communication and transfer of mnemonic strategies

The appearance in front of the group
Creating a "stage" and being noticed, the first words and the introduction, "breaking the ice", being accepted by the participants, spark interest and enthuse the participants, the interaction of the trainer team, stress relief when stage-fright occurs

The process of discussions in seminars
Perception and communication, behavior and discussion techniques to promote understanding, activating participants through the use of a non-directive discussion structure, overcome inhibitions to speak up, fear of speaking and stress, handling a blackout, cooperative behavior, active listening, feedback to participants, repeat and summarize

Body language and public image
Thoughts and feelings as posture and behavior triggers, expression of different mental states, contradicting bodily signals, behavioral pattern and its effects, e.g. eye contact, posture, how do I perceive myself, how do the others perceive me? Impression and charisma on the other participants (video-feedback, group feedback, trainer feedback), to be confident
 

Moderation structure
Supporting conditions, work steps and systems, visualization of information, change of group sizes, economic time management, use of work- and problem-solving methods

Moderation behavior
Person-oriented leading of a discussion, fair behavior, active listening, feedback to persons involved, activating through question techniques, repeat and conclude, promote initiative

Steer group processes
Coping with work disturbances, use of meta-communication, handle conflicts

Recognize, understand and steer group dynamic processes

Recognize and discuss fear and inhibitions, identify chances

Create and maintain a positive group climate

Stabilize motivation

Promote communication among participants

Options for reciprocal support

Strategies for coping with frequently represented characters and difficult participants

Basic knowledge for dealing with conflicts
Social conflicts (conflict potentials, open and underlying conflicts, consequences of conflicts), conflicts as opportunity, perceiving and describing conflicts (manifestations, hostility, escalation), analyzing the conflict situation (label the factual contents, surface structure and underlying structure of conflicts, emotions as the source of insight), work on different approaches (achieve, win and lose, win-win method, using creativity and intuition, the discussion as a means of conflict resolution)

Individual conflict profile
Typical conflict experiences and preferred behavioral patterns, attitudes towards conflicts, the own strengths and weakness in conflict resolution

Actively working on conflicts
Treating conflicts as an “interest party” (active listening, clarifying different perspectives and motives, formulating claims, providing feedback, working towards solutions and sustainable agreements together), moderating conflict treatment neutrally as a “third party” (impartiality and responsibility over the process, methods inventory, visualization)

Conflict management as a process
Preventative and curative intervention, phases of conflict resolution, mastering of crises, hindrances and resistances
 

Performance in the organization – significance and performance goals
Recognizing paramount tasks and objectives, time problems – manifestations and causes, analysis of one’s own performance potentials

Improving the effectiveness of the work style
Advantages of foresighted acting, disadvantages of rash reacting, controlling and reducing the phenomenon “stress”, handling disruptions in the work process

Principles and measures for time planning
To be able to recognize what is important, prioritizing (Pareto-analysis, Eisenhower-rule, ABC-analysis, APLEN-method), personal time planning and time control

Organization of work
Self-control and self-discipline to realize behavioral plans, reacting constructively to changes in tasks and procedures, planning as a quality control of one’s work, realistic work objectives and priorities, concrete aids for practical appliance
 

Bases of the marketing and management
What is business thinking? - Strategy, liquidity, success and risk, strategic and operational business planning, planning instruments in practice

Investment and financing
Methods of the investment and economy calculation, financing forms in the comparison, liquidity planning with financial plans, optimization of the capital structure

Account system and controlling
Like a business report, the force of expression of balance and profit and loss calculation, characteristic numbers in the controlling is read and interpreted: Cash-flow, return on investment, CFROI, costing and performance calculation in the overview

Use optimization of own resources
From the offer to the conclusion, development of standards in the personal work, offers, training concepts, documentations

Nets create with other trainer
Active networking

Project management techniques

Self reflection and continuous improvement
MBTI (Meyer Briggs type indicator)

Possibilities of vocational advancement
Supervision, helpful consultation, career anchor

Feedback round for trainer evaluation
Where am I already expert? Where would I like to in addition-learn? Self/foreign estimate training authority
 

Experiences from the education

Experiences from marketing for/as trainer

Formulation of goal as trainer
Short and in the medium term, qualitatively - quantitatively, presentation and first feedback

Market analysis - potential customers
Development of the relevant customer group, the market segment, size of the market segment, typical characteristics, typical problems and bottlenecks, which problem solutions are desired, demanded, meaningfully, now and in the future? competitive position

My qualification as trainer
Values, special abilities, motivation and attitude, role and self understanding

My individual offer
Customer segment - target group, emphasis, potential customer use, feedback on the goal picture of the day before - examination, new formulation