Talk is cheap

Facts and reasonable results are the things that really matter. In our references you’ll find a selection of projects that we have implemented successfully.

Even if your sector should not be listed here, please do not hesitate to contact us. If you have any questions concerning the development of your company or institution, it is always worth it to seek talks with KICK. We are looking forward to hearing from you!

Insurance industry 

Development and strengthening of managers and project leaders in the context of new and challenging tasks.

This was our approach:

In order clarification talks between the manager, HR, the coachee and the coach main goals were discussed and the subsequent process was outlined. In 3 to 10 two-hour-meetings coachee and coach worked on individual and organizationally appropriate approaches for the respective situation. Short learning cycles, which consisted of clarification, development of new behavior, testing and adjustment ensured that the coaching was practically relevant and up to date.

Unexploited potential became apparent and applicable. Individuals and the involved interfaces equally evolved. Coaching as a human resource development tool is now offered also for employees, who don’t have leading tasks (yet).

Electrical industry

For a newly set up KVP system employees were trained to be group facilitators. We ensured a stronger management support of the new system in production as well as in the indirect divisions.

This was our approach:

In workshops the future group facilitators were extensively informed about the new KVP system and their central role in it. In the course of these workshops they intensively dealt with the role requirements. Among the central topics were: information of the employees about the new system, group facilitation and dealing with possibly occurring resistance. In departmental workshops mutual expectations of group facilitators and managers were discussed in order to co-ordinate responsibilities and mutual support in the context of the KVP system.

The group facilitators gained clarity about their role and were able to test practical group facilitation techniques. Within the different departments clear arrangements ensure clear responsibilities and mutual support in the collection and monitoring of improvement suggestions.



White goods

Because the span of leadership in production was too wide, and because of partial organizational changes in production, a new management level was introduced in several locations. The respective employees were to be prepared for the new task in a series of qualification courses.

This was our approach:

In a series of trainings consisting of three two-day-modules the following central questions were discussed:

  • “Being a leader” which skills do I already possess, where do I need further development?
  • What is leadership of employees? Which tasks does it involve? How can I fulfill them in my everyday work?
  • How can I specifically create situation for exchange and discussion in my team, and how can I solve conflicts?

The qualification series for team leaders was concluded by detailed individual feedback from the trainers. The foremen, who were the line managers of the team leaders, were involved in the overall concept and informed about the qualification series in a separate workshop. They clarified their new role with the next management level and defined their leadership tasks more precisely towards the team leaders. Furthermore, they found a way to have regular conversations with their team leaders about the sustainability of the qualification series and also to clarify mutual expectations.

Based on feedback from team leaders and line managers we conclude that the team leaders fulfill their new role well. The new management level improved the access to employees and accelerated decisions on site. The qualification series helped to improve networking among team leaders, which led to a culture of mutual support in everyday work. In this way many problems can now be solved without involving the higher management level.



Automotive supplier

Development center for project managers for individual assessment including feedback and suggestions for further development. The development center also helped to gain an overview over the general potential in the pool of project managers.

This was our approach:

The process was developed in close collaboration with the client. The evaluation criteria reflect the requirements, which have been defined in the company; the tasks represent typical challenges for the target group and make several competencies observable, including professional, methodological, social and self-competencies. In addition to direct feedback during the process, the participants receive a detailed feedback document in the end, which is explained in talks with their line manager. The complete overview is generated through supra-individual, anonymous preparation of the results and indicates how the project manager training in the company can be optimized.

ResultAfter three pilot runs the rollout initially took place in the client’s company division in Germany, which was later followed by implementation at international sites. Meanwhile, the process has been established in another division with the necessary adjustments and has been implemented nationally and internationally as well. Nationally around 135 project managers have received systematic feedback as well as recommendations for their further project career, and around 50 project managers ran through the process internationally.


Electrical industry

The goal was to gain consistency in understanding and using the performance assessment system, which had been introduced at the site. All users should be trained in handling the system and in conversation techniques for the appraisal interview. We supervised the first management level of the manufacturing division. 

This was our approach:  

Implementation of 1,5 day trainings containing:

  • basic methodical and psychological aspects of appraisal
  • insights were transferred to the procedure, which is used in the company
  • appraisal of an example-employee to gain criteria-confidence and adjustment of the assessment benchmark
  • Training of appraisal interviews in role plays
  • Transfer to the individual assessment group  

Regular trainings, which convey confidence to all new evaluators in practicing the process and conducting appraisal interviews; the training courses are also used as an exchange of experiences between participants. In the end of the course there is always the possibility to discuss questions with HR and the work council.  


Support and development of a branch store organization after restructuring (reduction of the management team in the branch stores) 

This was our approach:  

We started off with “stocktaking” in the branch stores regarding morale and need for support after the reorganization. In the process we interviewed all managers individually, or in a group and deduced the interventions from the results. We supported the branch store management team for one year and conducted 4 „leadership workshops“, in which topics like leadership, communication, process design and dealing with change were discussed. Through working on concrete situations and the interplay, appropriate measures were created and implemented. 


  • Leadership professionality: clear responsibilities and roles, consolidation of the leading role
  • Processes improved, became more transparent and efficient
  • More trust, openness in communication and respect in the management team
  • New structure is being understood and accepted
  • Goals were achieved to a large extent
  • Increased independence in the departments: employees take on more responsibility

Food production

Development of a mission statement containing values as well as guidelines for leadership and behavior for all employees. The goal was corporate alignment in a company, which has grown massively in recent years through additional purchases and new buildings.

This was our approach:  

The prospective values and behavior guidelines were collectively developed in several workshops by the extended management. These results were reflected in multiple loops in the whole underlying management level and in 3 focus groups consisting of work council, HR and shift foremen. Additions, which were made in these loops, were integrated. The rollout into the whole company was achieved with the help of managers in implementation workshops at all sites and through communication towards the team. The leitmotif of the cultural process is: culture is not something abstract or additional, but can provide support, if I use the guiding principles for reflection of my everyday work.

Result A leadership model by which managers as well as employees feel represented, standardization of the understanding and style of leadership, mission statement for all new managers and employees, and guiding principle for staff selection and development, as well as an increased sensitivity for deviations.     

Food production

The goal was to support and develop managers, so that they could realize the leadership guidelines in their everyday work and broaden their range of behaviors; KICK has qualified the managers of the lowest level in manufacturing and supported them in finding their roles.

This was our approach:  

Qualification series, which consisted of 4 modules: leadership and change management, communication and conversation techniques, conflict management and having fair performance reviews. The training series for the managers in production was synchronized with the training series for all other managers. Regarding content and methods we aligned the training with the mission statement and the prospective culture.

Contended managers, who are able to fulfil their role in a much better way, and deal with difficult situations more confidently. Managers, who are able to employ a broader repertory of behavior.