•                We change Leadership

WHY - Why leadership development?

Managers bear a particular responsibility for achieving company targets. In addition to the operative aspects, they are especially faced with challenges in the areas of business administration, psychology, organisational development and communication. Managers today are faced with the ever increasing pace of change, with increasing complexity and a growing shortage of skilled staff. When a manager is no longer able to meet these demands, failure to meet goas occurs, quality drops, productivity sinks. Increasingly, there is (customer) dissatisfaction as well as fluctuation even excessive sick leave. Without support, the majority of managers are not able and do not want to justice to growing complexity.

For this reason, the further training and development of your leadership is an important competition and success factor.

Leadership does not begin with the designation of leadership positions. Much more important is how the position is filled. The "how" is determined by one's own attitude. Successful managers undergo self-scrutiny and influence their own stance in very specific way.

This is why one of our fundamental convictions is: 


The SYNK GROUP has locations in Stuttgart, Berlin, Hamburg and Munich and has been assisting DAX companies and mid-sized enterprises since 2001 in the areas of leadership and development processes. We realize individual projects with appropriate methods that are scientifically sound and efficient. Through their years of experience in the branch, SYNK consultants have the understanding and tailor-made competence for your company. We have experience: iSYNK consultants have already successfully accompanied and qualified over 25,000 leaders and employees in national and international projects.

We are striving to achieve a long-term and holistic development that will make success measurable. We focus on support - at any time and anywhere. For this reason, we have developed SYNLIFE.  


SYNLIFE was awarded a prize in the competition "355 Landmarks of in the Land of Ideas" for its added value in networking and transfer. Your managers will be accompanied through the whole development process by SYNLIFE and will receive impulses as well as opportunities for reflection, feedback and networking.

With SYNLIFE, your leader will achieve the implementation in his or her specific leadership situation and daily routine. In doing so, SYNLIFE demonstrably maintains motivation for the process at a constant high level. SYNLIFE also serves the evaluation of the development processes: it provides information about how successfully we have trained your leaders.

SYNK Research

Through the SYNK research activities around leadership and development, we ensure that our daily work is up-to-date and relevant. Since 2012, the SYNK GROUP and the SYNK Business School are undertaking research in cooperation with the University of Gloucestershire and other international universities. The findings flow directly into the performance and programs of the SYNK GROUP. Your company profits directly from the latest developments.

Understanding companies Consulting people. - is our mission.

How do we develop leaders?

Leadership begins with the leader

Why am I a manager?
What makes me distinctive as a leader?
What drives me on every day?

As long as managers do not have any clarity about themselves, they will also remain unclear about their employees. Such fuzziness leads to misunderstanding, unwanted side effects and hampers goal attainment. Professional self-reflection is one of the most important pre-requisites for successful leadership. Only on this basis is it possible to develop abilities and techniques in a sustainable way.

We begin with the person in the context of leadership with self-reflection. We understand leadership to be a process from the inside to the outside.

Knowing one's strengths, their development and targeted implementation are verifiable criteria that differentiate between successful and average leaders. Good leadership begins where leaders know their personal strengths in the same way as a skilled worker knows his or her tools and knows how to implement them just as skilfully and professionally.

We attach great importance to the identification of talents and the development of one's own strengths.

The company environment, with its specific expectations on managers, provides important guardrails for leadership. Management guidelines, management style, expectations of the next higher leadership level and employee expectations define the role of leadership. The more transparent these different expectations are, the better they can be fulfilled in a sustainable manner.

We create security of operations and can take company-specific characteristics into account through role clarity and transparency about existing expectations.

Leadership becomes visible through the behaviour of the managers. What behaviour is appropriate and expedient is dependent upon the situation and the employees involved. Successful leaders expand your behavioural repertoire in order to be able to operate flexibly and to remain authentic at all time.

We allow space for the own personality and give clear orientation for effective management behaviour through a differentiated, field-tested leadership model.

What is its added value?

Your added value

Your managers ...

... gain clarity about themselves and their role and can utilize this clarity for their leadership tasks.

... are aware of their strengths and are able to implement them effectively and deliberately.

... receive feedback. They are able to ascertain the effect of their behaviour and can further optimize their approach.

... know various techniques about negotiating uand can apply them in a a target-oriented manner depending upon the situation.

... train their ability to provide feedback and can express appreciation and correct misconduct amongst their employees.

... have, in various situations, a good orientation about leadership style and behaviour is most effective and when.

... recognize target conflicts and take responsible decisions.

... know which group dynamic processes arise and are able to further develop their teams accordingly.

... know which processes of change are occurring and are able to operate successful change management.

Your toolbox

Tools and content

Logical levels,
Square of values,
The inner drivers test

SYNK Leadership Analysis

Feedback from colleagues,
Trainer feedback,

Active listening,
Systemic questions,
SMART target agreements,
Consequent leadership

Johari window,
3W feedback technique,
I message

Transactional and transformational leadership,
SYNK 6 I model of leadership

The results from neuroscience,
Decision-making techniques

Escalation steps,
Methods of intervention

Team development clock,
Team roles,
Staff feedback

SYNK 6 steps of change,
Circles of influence

Our fields of competence


Disciplinary guidance is not an art. Good leadership is defined on the basis of attitude and not position. Leadership means taking decisions and not just sitting it out. Leadership means endurance and not deviation. Excellent leadership demonstrates its strengths where others get stuck in the discussion about conditions. Self-reflection is one of the key competences of leaders.

Employees do not leave the company, but its managers. Role model, inspiring employees and recognizing and promoting staff strengths are significant tasks in successful leadership.


Change-Management means: placing the company under positive stress. Participation and responsibility with the employees and leaders. Departure from the control illusion: "Business as usual" hardly exists any longer. Purpose even works where there is no exact plan, no control would ever reach. Above all, modern, flexible Change-Management means: The organisation of purpose.

In more than 75 % of all change processes, multipliers are fighting against resistance, destructors and internal politics. Responsible managers are often fighting a losing battle. Consultants with management experience can function as sparing partners, companions and loyal advisors.


Sales needs passion - the customer the real, and in every respect, relevant contact. A combination that achieves so much more than just efficient organisation and techniques. Real sales talents need to be encouraged to authenticity. So that the sales-job becomes a philosophy of life that cannot be copied. Because, below the line even for salesmen the following is true: intrinsic motivation sells even better than extrinsic incentives.

Innovative sales concepts and activities are our passion. "Practice, practice, practice" is our credo. In doing so, consequences and sustainability are always in focus.


Diversity is not a project but a question of culture. The answer should be easy because diversity brings with it values and dignity. Diversity occurs in practice and can hardly be planned theoretically. But, it grows automatically when employees are invited to demonstrate it. Both internally and externally, colourful, active diversity becomes first of all self-evident before becoming an existential success factor. Without diversity, the usual will win.

Use the individual diversity of your employees for the success of your company and convey appreciation in a positive way.

Especially the use of specific strengths orientation is genuine diversity. It provides support for differences and promotes these through precise targeting and further development. In this way, organisations are much better adapted to dealing with the complexity of our age.


Health management is a company task. And one of all leaders. Those who continuously sensitize and carefully observe achieve far more that any superimposed, but rarely observed set of rules. The right Health Management pays off quickly. However, those companies that are pioneers in this discipline never simply concentrate on "return of investment". But always also on "Return of satisfaction".

Skilfully recognizing good strengthens employees. Every day, real performers do what gives them satisfaction. The best remedy against fatigue is sometimes not resting but doing something wholeheartedly.