Development
Self-propelled growth
With wyrd tools, employees take control of their development and shape their own future. Leaders support this as coaches and reality checkers.
With wyrd tools, employees take control of their development and shape their own future. Leaders support this as coaches and reality checkers.
At wyrd, employees are not served a clear career plan. wyrd provides the tools so that they can address their development and suggest it to their manager. Because anyone who shapes their own development develops intrinsic drive.
Many managers are uncertain in their coaching roles. wyrd provides the structure to”On the job“To become a better coach. This relieves the burden: The manager does not have to carry the employees' development backpack, but rather open doors, add and check employee suggestions for feasibility.
“One size fits all” doesn't work in development. Instead of rigid forms, there is freedom of choice — tailored to the situation and needs. Job workshop, 360° pulses and Journey to the future are modular tools that motivate, invite active engagement and help, personal Development goals to clarify and track.
wyrd's focus on resources gives our teams more clarity, direction and strengthens collaboration.
With wyrd, it became even more clear to us how strongly values and attitudes shape leadership.
A real game changer for effective leadership.
Clearly: The employees themselves. They know their ambitions and inclinations best. wyrd provides the compass, the manager the reality check — but everyone has the steering wheel in their own hands. This creates personal responsibility and intrinsic motivation.
No, and that is the key point. Many managers shy away from development talks because they don't know exactly like. wyrd provides the structure and provides support. The manager doesn't have to invent solutions, but rather listen, open doors and check plans for feasibility. The tool makes her a coach “on the job” — without additional training.
Instead of waiting until a new position becomes vacant, employees are proactively shaping their current role. They suggest adjustments so that the tasks are better suited to their strengths. Small changes (10-20% of tasks) are often enough to massively increase satisfaction and productivity. In wyrd, this tool is called Job Workshop.
Because feedback often sounds like a rear-view mirror and judgement. “Impulses” are future-oriented. It's about which suggestions help you take the next step. This lowers the barrier to honest peer feedback and promotes the will to grow.
Not completely, but accuracy increases. Wyrd helps to find out what is really needed. External training courses are then attended in line with the development findings. This saves the budget and increases effectiveness.
Absolutely. wyrd is designed so that development happens on the job. Employees can select suitable tools for their development interview. The time investment is minimal compared to the costs of stagnating teams.
Away from the rigid annual cycle. We recommend shorter, topic-specific check-ins — whenever they're relevant. In this way, development remains dynamic and does not gather dust in the drawer until the end of the year.
Plain language is then spoken. It's part of the adult dialogue. Leaders act as reality checkers. If a goal is not strategically appropriate, this is clarified. Ideally, you can then identify the needs behind this together and discuss alternatives.
Because assessment (clarity/review) and learning (openness/outlook) require different mindsets. We consciously separate the rooms. In this way, openness is possible in development discussions without fear of tactical disadvantages.
