I am convinced that developing the corporate culture is always worthwhile. If all involved are willing to break new grounds and to constantly work on themselves, (then) cultural change is able to unleash strong forces in a company!
Courage, an honest error culture and the eagerness/promise to do one’s best are creating the aspired dynamism and energy in a company. As a result this achieves extraordinary success and outstanding performances.
Leadership qualities, cocreative cooperation and appreciative communication at all levels are needed in order to generate long-term success for the company. Furthermore, committed employees can only be maintained as well as new ones can be recruited if culture is lived from the inside out, which also needs to be perceptible from the outside. This is very often referred to as a culture of trust. Is that enough?
For me trust is the sum of excellent performance based on a unique culture being the result of a systematic development of the organisation.
I would like to realign my company proactively: How do I start the process and elaborate a strategy to improve the company’s sustainability?
We are in the midst of serious changes and need to reposition ourselves as an organisation: How do we steer in unfamiliar waters? And how do we manage –despite numerous changes and adversities - to keep the employees’ energy as high as possible while taking them along the new way?
Our organisation is overloaded and the atmosphere is not good: How can we integrate our employees further?
We are happy about our experiences based on years working together, but we also need the young and wild ones as well: How can we grow together?
I recently became a manager: How can I develop my team and how do I position myself well?
I am looking forward to being your sparring partner!
Your Nina Mrugalla
It is quite normal to consider the state of one’s organisation at regular intervals/ once in a while. After all, it is only logical that the organisation and all its components should/ must continuously develop and adapt to constantly changing environmental factors. Nevertheless, this systemic view from the outside often gets lost in the flow of operative business.
Organisational development is about developing individual teams, entire divisions, business units or a company within itself and accompanying them in change processes.
My years of internal work in various functions in the industry sector helps me to quickly adapt the needs of my customers. And yet, I will always ask questions, even more than you might wish.
How does the existing structure or strategy look like?
How is communication organised?
How does decision-making processes take place?
How are interfaces and processes mapped?
How do employees describe leadership and cooperation?
What does the management understands by leadership?
The answers lead to concrete next steps and approaches- often already during the discussion. It is important to me to design the architecture and next steps in the change process together with my clients. Then it can be implemented in a way that is familiar to people and their work. This includes working closely with them on new approaches, different formats and even experiments sometimes. The goal is always achieving an inspiring and long-term cultural change that fits the company, its values and intentions best.
In my opinion, the development of leadership tools, roles and competencies are part of the organisational design, where the focus is on developing and strengthening the competencies of individuals within an organisation according to their needs. Employees, managers and junior managers benefit from this special form of employee retention because whoever feels individually supported and discovers professional perspectives will stay with the company in the long term!
As a general rule: The work always starts where the shoe pinches the most! That's why I see myself less as a trainer in standard programs, but more as an impulse generator and sparring partner in workshops, while working together in a co-creative way.
No glamour, no filter. Here it's allowed to crackle sometimes. At irregular intervals, I talk with my colleague Nicole Barth about current and ongoing issues in our business. Focus: leadership, change, conflict resolution, diversity and learning.
I couldn't have put it better than Paulo Coelho. That's the message I want to convey!
Since 1998, with a few years' interruption, as a human relations manager in the Phoenix Contact Group. Focus: New Work culture, Talent Management, Employer Branding, HR Development and Training.
Since 2012 freelance consultant with focus on organizational design, strategy development, HR transformation and leadership.
Since 2015 repeatedly guest lecturer at the University of Applied Sciences (Paderborn/Bielefeld) for the topics of HR & Organization and Communication.
Since 2019, participation in the board of trustees of the University of Applied Sciences (Paderborn/Bielefeld) for the further development of the university.
Dual study of business administration with focus on languages and human resources
Systemic training (coaching, consulting) Simon, Weber & Friends and the osb-i.
If you are interested in a look behind the scenes, please check here on Instagram from time to time.
My work differs is based on my own job experience I made as internal consultant, manager and within my several HR roles. I always meet you at eye level and love to work with a healthy dose of curiosity. I bring in all of my know-how and I am capable of translating this with certain ease into your everyday life. Holistic and focused thinking is natural to me, and I do not follow a fixed consulting scheme. I am no friend of fancy PowerPoint promises. Instead, I prefer employing a broad pool of experience and methodology that I consider to be useful in the respective setting. And one thing will definitely not be neglected in our cooperation: a good sense of humour!
And in case you're wondering, how does she manage this alone? The answer is very simple: I am a passionate networker and, if necessary, bring independent and hand-picked partners on board – but always in consultation with the client, of course.
Nina Mrugalla | HR & Organisational Consultant
Content controller: Nina Mrugalla
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Dispute resolution: The European Commission provides a platform for online dispute resolution (ODR): https://ec.europa.eu/consumers/odr.
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