• purpose defeats control

Leadership in times of change

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, where 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 function as sparing partners, companions and loyal advisors.

At the beginning of change there is almost always resistance. Human beings tend to prefer status quo to an unknown situation of change with an open end. For this reason, change is often seen initially as a threat to security. How can companies deal with this situation in view of increasing restructuring and change processes? What is required in order to overcome the first step of the change process and complete its organization successfully?

Successful change management begins with the mediation of meaning. Those who know the reason for changing something and what influence they are able to exert on the situation do not feel completely helpless but are aware of the influence they have. 

For this reason, our approach to change management lies in the organization of purpose at every stage of the change process. Our fundamental belief is: Purpose defeats control

Change management is on everyone's lips: what could really be a huge opportunity is often seen as an excessive demand and adjustment pressure. This triggers off existential fears. How can this mechanism be reversed? How can leaders foster participation and responsibility in the change process amongst themselves and their employees?

For this reason, constant support for your leaders during the change process is an important competition and success factor. 

5 Steps to Success with SYNK Change Support

  1. Developing a sense of the essential: cost - benefit analysis: what is on the debit side of the planned change process and what is on the credit side? What does it depend on? What must we keep in the spotlight? Where does the focus lie?

  2. Creating a positive vision for the future: where will the change take us? Where do we as a company/organization want to be? What positive effect will this point hold for us?

  3. Change/communication schedule: How will the change be made) What are the milestones of change?  

  4. Implementing change - 6 steps to change: location determination of all participants and finding suitable ways of intervention. What are the Quickwins?

  5. Relapse prevention and change management: what competence must be developed internally?

Experience the SYNK-Effect

Pragmatic, catchy and with a high level of likelihood of implementation of around 70 % 

Examples of projects

We accompanied all of the employees and managers in the Department of Change Management at the ERGO Versicherungsgruppe (insurance) during the 18 month further training program to become a Change Manager.

The experts from the SYNK GROUP have accompanied 600 corporate customer advisors and managers in the implementation of the quality standards in the mid-sized sector (08/2006 - today).

"We were successful in winning the employees in sales for the implementation of the core ways of communication thanks to the hands-on training. The process of change must be accompanied continuously." Nikola Köller, Director

We accompanied the start for the change process of Air Berlin with a World Café. The development of the mission statement and the Leadership Qualifying Service Centre were implemented for Air Berlin in the SYNK-Process using the prize-winning online platform SYNLIFE.

Comments of customers

Who to contact?

Torsten Jegminat

Member of the Management, authorised signatory

Kontakt aufnehmen

Your benefit

  • Change-experience from a variety of projects

  • Careful coordination with Expert, Power and Process Promotors

  • Personal and time-saving liberation and punctual integration of the leaders

  • No "hidden agenda" that lead to rumours but speedy and open communication

  • Quickwins lead to a further increase in trust

  • No cold starts but a cautious approach with realistic time planning

  • Full documentation of the milestones

  • Focusing on the implementation

Dagmar Brück, Head of Department, Change Management, ERGO Versicherungsgruppe AG (insurance)


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