THIS IS WHAT LEADERSHIP CULTURE “H-FACTOR” MEANS
H-Factor = Humanity = Emotional intelligence,Mindfulness, Oopenness, transparency & courage
High failure rates
Bad place to workerattractiveness
Above average Flucuation
Performance & Success
"Die Entwicklung des modernen Arbeitsplatzes erfordert einen Paradigmenwechsel und eine Veränderung des Status quo. Unserer Meinung nach wird diese notwendige Veränderung durch den Fokus auf die Kraft der emotionalen Intelligenz vorangetrieben.
Mitarbeiter mit hoher emotionaler Intelligenz bauen starke Bindungen zu Kunden auf und steigern die Leistungen und die Profitabilität der Organisation. Die Erfolgsgeschichte von Four Seasons zeigt, dass der "Emotional Intelligence-Vorteil" sehr erfolgreich ist."
Christian H. Clerc
President, Worldwide Hotel Operations
Four Seasons Hotels And Resorts
Letztendlich ist die Fähigkeit, sich selbst in herausfordernden Zeiten zu führen und dabei zu lernen, wie man andere durch diese schwierigen Zeiten führen kann, der Schlüssel zur Bewältigung von Veränderungen in einer Organisation.
Director Global Business Services
Procter & Gamble
Increase performance through
Lead with thatH factor
Emotional Intelligence, Mindfulness, Empathy, Transparency, Openness & courage
Find out in a free consultation how you can change your leadership culture so that a strong bond with your employees is created and they ensure sustainable company success.
FTODAY & FOR TOMORROW
As proven experts in efficient, people-oriented leadership development, we help companies become more sustainably successful by raising managers to a new level of awareness and enabling them to lead themselves and their team efficiently.
We use an intelligent mix of neuroscientific approaches and methods that have been proven to work.
We operate across industries and globally.
The sick & The fluctuation rate falls and the motivation and efficiency of employees increases.
Invest less in personnel recruitment, continued salary payments and benefits that only have a short-term effect.
Instead, invest in sustainable transformation programs!
- Diploma in adult education
- NLP Practitioner & master
- MBCT (Mindful Based Cognitive)
- IEMT (Integrated eye movement therapy)
- Coach (for performance)
- Insights Discovery
- Meditation trainer
- Mental Health Champion
Founder and owner of H-Factor by Beil Training & Consulting
Your partner for sustainable, transformative leadership development
Björn Beil brings as a former managerand employed personnel developer has extensive experience and offers invaluable insights into the “inner process”. Over a period of 12 years, Björn supported teams and managers as a committed companion through transformation processes and ensured greater performance and efficiency in companies such as Tesla, Jacobs, Zalando, Synthomer and Media Saturn.
Born on coal and steel, he is valued by customers for his clever, clear, authentic and humorous manner.
Björn, after you both on the Untercompany side as well as on the trainer side & Coaches have confessed - what insights have you gained from your time as a personnel developer (in special mengineering, infrastructure projects, chemicals, trade, logistics, the public sector and sales) won?
I am convinced that employees look for managersdemands that speak to them on a human level.
I am convinced that the vast majority of managers also seek recognition as individuals from their team members.
AHow should leaders then address their teams in a human way? What does it take to treat employees on a human level?
Why do we find it so difficult to practice human leadership?
In the area of change and transformation initiatives, the human factor often takes a back seat. There are countless manuals and guides for change, filled with tools and exercises. However, the crucial question usually remains unnoticed: Who actually looks after me as a manager during this transformation journey? Where do I find my place in this transformation? After all, I have to be competent - after all, I am a manager. I need to deliver results, hit KPIs, etc. But how do I do this with a human touch?
To avoid possible misunderstandings:Human doesn't mean everything is smooth and cozy, quite the opposite. Difficult decisions must be made, but how we make those decisions and how we encourage people to explore new paths will be the task of leaders going forward. How do we as an organization want to serve people and contribute to society?
Human doesn't mean everything is smooth and cozy.
Where do you see potential for human leadership?
In the midst of digital transformation, many managers feel unsettled. The world is characterized by disruptions and dramatic changest – be it in the area of climate, sustainability or health. This level of change is new to all of us and the quality of this change is new territory for most of us.
But especially in these times, the transformation begins primarily with myself as a manager: consciously dealing with fears, self-doubts, limiting assumptions and concepts is a central competence for managers. I support people in their “inner game” in order to deal more confidently with the challenges that they currently have to overcome and that still lie ahead of them.
What qualities do teams and employees actually want from their managers today? Is the rational or the compassionate superior more popular?
In a 2021 study by Boston Consulting, 4,000 participants were asked which qualities they consider important in their leaders: head, hands or heart. From the perspective of the organization, the head was the most important, while for employees the human qualities, i.e. the heart, came first. The different perspectives of the organization and employees are interesting. In my opinion, human leadership results from an interaction of all these aspects.
Leading with your head means asking yourself questions like: As a leader, am I really aware of my thought patterns? How do I act when I'm under pressure? Am I the driver or passenger of my mind? Do I have my thoughts and emotions under control? Can I put my ego aside? How much value do I place on status?
Leading by hand means using energy as a central quality of human leadership: For me, productivity is an essential result of this energy. Unfortunately, energy is often confused with mere busyness. Studies show that we spend about half of our day distracted and busy with non-productive tasks.
For example, drive requires a way of working that makes productive work possible. How do we structure our meetings? Does the planning and goal setting process follow the same pattern every year? Are we trapped in everyday life? Or can we work focused, concentrated, creative and mindful? Does health play a secondary role, perhaps enriched with corporate health management? Or do we integrate mental health, nutrition, exercise and our interpersonal relationships?
Heart, hand or head – all these aspects are part of the “Inner Game.”