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Workplace 4.0 needs Mindset 4.0!
Digitalization is spreading quickly and slowly but surely becoming part of almost every area in life. This steadily creates pressure on companies. Apart from aligning systems, structures, and processes also the respective leadership models and corporate culture needs to be focused consistently on networking, transparency and self-organization.
As a consequence of this fourth industrial revolution, a new level of complexity has arisen and already started to change the way we organize our work and behave and lead at the workplace. While on the one hand, leaders need to cope and “deal” with this new complexity, it also offers new opportunities for competition. In view of these opportunities, Kristina Evers supports you strategically and operationally on your way through the digital age.
Kristina Evers is an internationally experienced systemic consultant, trainer, and coach. She accompanies people as well as organizations on their way to new forms of leadership and team work in transition phases and projects.
Kristina Evers knows how to successfully implement transformation – the foundation of her work is a broad spectrum of both business and strategic expertise, a background in psychology and business, lots of courage and intrepidness, as well as the ability to tolerate difficult situations and make topics discussable. She has a real talent for eliminating blockades, overcoming conflicts, and breaking up silo mentalities. It is particularly important for Kristina Evers to take her clients concerns into full account, always keeping an eye on the entrepreneurial context as well. ‘Close to people and close to the subject’: In her work, Kristina Evers focuses on relevant KPIs as well as on soft skills and leads through tough situations with immense goal orientation and clarity.
When working with Kristina Evers, her clients and colleagues appreciate, apart from her competence, especially her charm and the ability to quickly create a space where her clients feel comfortable to deal with difficult issues. The working relationship with her clients is always characterized by trust, respect and eye-level partnership. Through this, she is able to address resistances and to turn them into solution oriented approaches.
Kristina Evers is at the pulse of latest trends and topics. Depending on what is needed she offers process support, sustains business challenges, and helps where the pure knowledge of methods and mechanisms is not sufficient. She fills the room with energy, is an initiator and sparrings partner – sometimes uncomfortable, always appreciative and open to the perspectives of her counterparts.
Kristina Evers sees herself as a link between different stakeholders and gets people to talk with each other, even if such a dialogue might not have worked very well before. She reminds managers and employees of their responsibilities and also puts taboo subjects up on the table. The resulting alignment in the organization enables the parties to develop and implement viable solutions.
Due to her experience aboard (Europe & Asia), Kristina Evers has a deep understanding about the diversity of cultures.
Business studies, numerous psychological training courses and a long-term management career in an international company are the fundament of Kristina Evers’ expertise as well as her extensive experience:
- Studies of Business Administration at the University of Münster (main subjects: marketing & organizational theory / personnel; degree: Dipl. Kauffrau)
- Over 10 years of experience in an international business environment (among others at L’Oréal)
- Systemic Change Consultant (Heitger Consulting, Vienna)
- BDVT certified trainer training (Institut flextrain, Cologne & Berlin)
- Transaction analysis (according to E. Berne)
- Solution-focused short-term therapy (according to de Shazer)
- Systemic structural design (according to Varga by Kibéd, Haeckel)
- MBSR (Mindfulness-Based Stress Reduction: Mindfulness Training according to Kabat-Zinn)
- Hypnosystemic consulting (according to Gunther Schmidt)
- PEP after Michael Bohne (in training)
- Numerous further training courses in the areas of communication and conflict resolution
- Certifications: Hogan Assessment Systems, Team Management Profiles, Reiss Profile Master
Focus of her work
Kristina Evers works cross-sectoral for medium-sized companies as well as international corporations, and this from team leader level to top management. Her specializations are:
- Executive team coaching for multinational top management teams and individuals;
- Focus: Improving performance by reducing dysfunctionalities
- Organizational development / change management:
- Design and monitoring of complex change processes, e.g. in the context of restructuring;
- Focus: strategy implementation & developing of new forms of cooperation
- Leadership development:
- Design and implementation of customized leadership development programs in all areas of the company;
- Focus: development of contemporary leadership skills
- Workshop moderation at the top management level, conception and realization of large-scale interactive events
- (Virtual) action Learning
- Languages: German, English, French
Methods and approaches
Kristina Evers is a committed supporter of the diverse perspectives and enhances the coexistence of different view points. As she believes that many things at a time can be right and not just one, she always looks closely at the individual situation the company finds itself in. This means that she does not offer a standard design. When choosing her methods, she draws on her broad experience and combines modern theoretical input with elements from systemic consulting, always depending on the clients’ needs and situation. ‘Co-creation’ in cooperation with the client is a very important principle of her work, as she believes involving the people on such designs will lead to a better outcome.
Kristina Evers‘s passion is the interplay between strategy implementation, leadership, cooperation and the personal development of the individual.
In cooperation with you, Kristina Evers creates new spaces for leadership and team work, translating modern approaches and models into the individual situation.
Technological change, new political conditions, new players in a global competitive landscape, original innovations in product offering, and the dynamically changing needs and requirements of customers mean that traditional as well as tried and tested structures are often no longer sufficient.
On the contrary, quick adaptation to changing conditions is in demand and change management is becoming more and more the continuous core task of organizations. At the same time, studies show that about 70% of all change projects do not achieve the desired success. The reason of which is most certainly not bad project management, a lack of concepts, or tool knowledge. Rather, it is often not possible to adapt the management and business culture to the new world. It seems impossible to overcome silo mentalities often resulting from the old understanding of management or to abandon the traditional “command & control” in favor of real self-organization.
Kristina Evers supports you when you are not getting anywhere with the pure application of classic “change tools”, when – in order to make change effective – new forms of cooperation need to be found and resistance needs to be overcome.
What is transformation?
Transformation is change conceived from the new future, representing real change and not just further development of something existing.
“A butterfly is a transformation and not just a better caterpillar.”
In order to achieve real change, it is not sufficient to implement the technical part of it, e.g. designing the new organizational chart and filling it with names, or issuing new management guidelines. For real change to happen, the future vision, i.e. the desired state, must be clear. This means that all parties involved should know why change is needed just now.
Kristina Evers helps people in organizations draw an enthusiastic picture of the future and awaken the desire for change. It is also part of her support to encourage employees to contribute their expertise and, at the same time, to encourage management to make this possible in the sense of genuine self-organization. Kristina Evers always maintains a good balance of working on hard and soft factors and integrates all people involved as early as possible into the transformation process. In this way, she creates spaces that are needed to engage in something new.
Kristina Evers is familiar with innovative methods and modern change approaches – and depending on the initial situation, she develops an individual, precise design for your transformation. She stands for flexible and fast action within the framework of an iterative approach:
1. Analysis of the default situation
2. Development of the transformation design
3. Planning of the individual interventions
4. Evaluation of the effect of the interventions and planning of the following steps
Change 4.0: the offer
- Supervision of restructuring as well as functionally determined change processes with tailor-made change management measures
- Implementation of corporate strategies
- Anchoring of values in corporate culture / monitoring of corporate culture change projects
- Development of the organizations’ change potential
- Support during the introduction of agile approaches
The challenges of digitalization become especially apparent for executive teams and leaders, as successful corporate leadership in a ‘VUCA’ world still requires strong leadership. At the same time, the on-going change is demanding: the need for fast decision-making, fast implementation, and permanent innovation cannot be solved with the standard procedures of a hierarchical leadership culture.
How can leadership be also successful in the future?
Instead of the traditional command and control, single authority, and severity, today’s companies need leaders, who stimulate the development of self-organization and make employees think and act for themselves – also, but not exclusively with the help of digital tools. Companies need agile executives, who perceive leadership as a role rather than a position or function, who have confidence in the employees’ competences, and who are capable of showing effectiveness through clear decision-making under uncertainty.
How can modern leadership development contribute to this?
In the digital age, management development must address with the tension between self-organization and clear and strong messages. Only when executives develop a new attitude in which they themselves become role models, they may reduce entrepreneurial uncertainty, integrate divergent stakeholder interests and offer the best solutions to their clients.
In order to achieve this, executives must learn to establish a ‘team spirit’ based on trustworthiness and responsibility, as well as to create an organizational framework in which bold actions can take place. The continuous training of management skills with regard to methods, models and best practice examples of leadership are a prerequisites to future performance gains. In this sense, learning is not supposed to be a mere knowledge transfer, but personal development must also be an integral part of later measures. A stable self-concept is preliminary for successfully dealing with others.
In cooperation with leadership teams, Kristina Evers develops concepts and programs for lasting behavior changes and the rethinking of leadership, and also assists in their practical implementation. Through her work, executives are empowered to develop high-performance teams and personally grow as well.
Leadership 4.0: the offer
- Executive coaching
- Design and implementation of customized management development programs in all corporate departments
- Introduction to an agile leadership culture
“We” qualities instead of “I” qualities
Co-creation, co-working, car sharing: both in business, as well as in society, a whole new set of values and approaches is fast unfolding for quite some time now. Traditionally, however, many companies are hierarchically organized and oriented towards the competition and the intellect of individuals. Of course, lone fighters have obtained extraordinary achievements. In the past, individual performance has traditionally been required and promoted. These ‘I-qualities’ (= ‘IQ’) were what was mainly in demand and this for centuries.
In order to be able to fully exploit the opportunities of the digital age, everything in the company must be oriented towards networking, transparency and self-organization. This is, because in the networked world individual efforts have their limits. The changing world of work requires a much greater involvement of employees in decision-making and processes. Knowledge, competencies as well as their opinions and assessments are an indispensable resource for companies who want to be successful in the digital age.
Thus, a stronger concentration on ‘we-qualities’ (= ‘WeQ’) is necessary: ‘WeQ’ in the sense of using collective intelligence and complementary abilities becomes a critical success factor.
At the same time, teamwork is already an important matter in today’s working world. Almost everyone works with others in teams or projects. But really successful teamwork is scarce, especially on higher management levels, and this according to the feedback of many clients. Teamwork is mostly inefficient, the set team goals are rarely achieved, and a ‘pseudo-cooperation’ is ever so often predominant. Why is that?
Teamwork is anything but simple because every team has its own patterns with typical rituals, behavior and role assignments, which can change depending on the team phase and situation. For each team member, teamwork is characterized by the continuous handling of (new) tasks, interpersonal challenges, as well as heavy business and personal burdens. In times of increasing complexity and concentration of work, there are also conflicts that reduce or hinder team performance.
Kristina Evers understands how to ‘read’ group dynamics and to develop them step by step. She takes the team history into account, looks carefully at resources and strengths, and at the same time provides clear feedback on identified development opportunities. All this, in order to make the best possible use of everyone’s complementary abilities in the sense of WeQ.
Whenever people with different expectations, needs, goals, or mindsets meet, conflicts possibly arise. And even if conflicts are often perceived as unpleasant and disruptive, when properly dealt with, they enable people and organizations to grow through the struggle for the ‘best solution’.
However, if a conflict permanently disturbs the cooperation between individuals, the team, or between organizational units, affecting performance and targets, a systematic clarification of this conflict is necessary.
The following basic conditions must be fulfilled in order to effectively deal with conflicts:
- A common awareness of the existence of the conflict is necessary.
- A basic willingness to resolve the existing conflict(s) is needed, with all parties involved.
- All parties must have to be seriously interested in resolving the conflict(s).
Kristina Evers helps people, teams and organizational departments to collectively develop accepted solutions for conflict situations. The primary objective is to ensure the fulfillment of overarching objectives and not to fail (performance lacks) due to silo mentalities.
During the conflict moderation, Kristina Evers assumes the responsibility for the process: She ensures that the perspectives of all involved parties are taken into account without neglecting the previously agreed team goal. In order to ensure long-term success, a particular focus lies always on the binding nature of previously agreed measures.
Collaboration 4.0: the offer
- Support team coaching processes at top management level with the goal of performance improvement
- Overcoming conflicts and silo mentalities in leadership teams
- Conflict moderation, e.g. between corporate units or individuals
- Clarification of roles and responsibilities
- Optimization of information and communication structures
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