Building the Future of Leadership

Crafting an L&D Strategy for Transformative Times

An Organisational Development Project
for REHAU

In autumn 2024, REHAU’s global L&D team embarked on an ambitious journey to revamp their strategy and service model. Partnering with CDN as their facilitator and consulting sparring partner, they aimed to design a future-ready, scalable approach to leadership development. This article dives into the project’s process, challenges, and transformative outcomes.

Why a New Global L&D Strategy?

To stay competitive in today’s fast-evolving, digital-first workplace, companies need innovative L&D strategies. REHAU, a global leader in polymer processing with over 20,000 employees, restructured into independent sub-groups in January 2025. This restructuring left the global L&D team with a unique opportunity: to craft a cohesive strategy that supported the new organizational framework while addressing contemporary trends in corporate learning.

“With CDN, we co-designed a scalable L&D strategy that aligns with our new structure and the shift towards on-demand, individualized, and digital learning,” explained Dr. Christina Köppe, Head of Global Leadership & Development. “Nicole from CDN played a pivotal role as our agile coach and facilitator, helping us navigate this transformation over an intense three-month project.”

The Process: Agile Collaboration in Action

Following a thorough analysis of learning trends, market benchmarks, and stakeholder expectations, we decided on an agile, four-sprint approach. Each sprint followed a classic agile framework, featuring a kickoff, a two-week working period, a review session, and a retrospective. This iterative process allowed us to stay flexible, learn continuously, and adapt swiftly to new insights.

The challenge was balancing this project with the ongoing operations of REHAU’s global academy and managing broader organizational changes in the background. Surprisingly, the sprint structure provided a significant energy boost to the team, offering clear milestones and fostering a sense of progress even amidst uncertainty.

Engaging external sparring partners brought valuable outside perspectives. Early involvement of stakeholders—such as newly appointed heads of sub-group academies and CHROs—was critical for alignment. Additionally, we conducted interviews with randomly selected leaders across the organization to gather end-user insights, ensuring our strategy met real-world needs.

The Results: Impact and Innovation

Our mission became clear: to cultivate exceptional global leaders capable of driving REHAU’s future success. We identified four key service areas to support this mission:

  1. We Enable: Providing on-demand and individualized learning opportunities for all leaders across the organisation, such as leadership coaching, short-term 1:1 sparring sessions, peer learning communities, and trending leadership topics (e.g., navigating change). A standout feature is the implementation of an AI leadership coach, offering leaders personalized guidance and reflection support.

  2. We Shape: Supporting each sub-group in developing its own leadership culture. This includes consulting on people-related topics and customizing centrally provided programs, such as first-time leader initiatives, to fit business-specific needs.

  3. We Assess: Maintaining proven Assessment Days for identifying high potentials, as well as conducting Executive Assessments to select on higher management. This way we ensure consistent leadership quality across the organization.

  4. We Grow: Enhancing existing talent programs by improving efficiency and cost-effectiveness. We streamlined processes to ensure these programs deliver maximum value while remaining adaptable to evolving business needs.

The integration of an AI leadership coach stands out as a particularly innovative element. On short term, we leveraged tools like LinkedIn AI Coach, implemented co-pilot solutions, developed a prompting library, and introduced an individual reflection bot. Longterm, way more advanced AI solutions are being developed and tested in our project team.

Recognizing that not all employees are fully digital-ready, we maintained a balanced portfolio. While digital solutions are at the forefront, we also offer traditional training formats to discover our Trending Leadership Topics.

Key Takeaways: What Made This Project a Success

Several critical factors contributed to the success of this L&D initiative:

  • Leadership Focus: Prioritizing leadership development underscored its importance in driving both the L&D strategy and broader organizational transformation.

  • Data-Driven Insights: Grounding our strategy on solid data and stakeholder feedback ensured relevance and long-term impact.

  • Co-Creation: Actively involving stakeholders throughout the process fostered alignment and a strong sense of ownership.

  • Agile Methodology: The iterative sprint approach kept the team engaged, adaptable, and focused on continuous improvement.

  • Meta Competencies: The project fortified courage and creativity in redefining the vision and mission of L&D, shifting towards a dedicated service mindset.

This project didn’t just update REHAU’s L&D strategy—it laid the foundation for a transformative leadership culture. By embracing agility, data-driven decision-making, and innovative technologies, REHAU is well-positioned to foster leadership excellence and drive organizational growth.

Thank you, Christina, for your unwavering trust, your curiosity and openness to enter the unknown, and your outstanding commitment to professionally and personally excel.
It was our pleasure to support you, your team, and Rehau on this journey.

Nicole and your CDN Team

How Talent Management can save You Money

How do I best fill the open position in my team? With an internal or an external candidate? Do I even have the required skills and abilities in the team? In the company?

 A breath of fresh air from outside is often necessary to bring new ideas, new perspectives and new approaches into the company. However, filling positions with external candidates is not always the only solution. Skills and abilities can be built internally with forward planning to ensure that the right candidate can take on the vacant position at the right time.

The costs associated with external recruitment are often underestimated. In addition to the obvious expenses for advertisements and, depending on the position, headhunter services, external appointments often incur additional costs that can be delayed:

  • Longer induction phase:
    It often takes longer for an external candidate to really perform fully in the new role and, more importantly, in the new company compared to internal candidates.

  • Performance slump:
    If the position to be filled is a management position, it should also be noted that a performance slump in the team is to be expected until the structures have stabilized with the new manager.

  • Absences due to illness:
    There will be tasks that need to be taken on by other team members or colleagues for the duration of the recruitment and induction period. The longer the recruitment and induction process takes, the greater the risk of sickness absence caused by the additional workload.

  • Dismissal of high performers/potential employees:
    Internal career opportunities are limited by external hiring. This can lead to frustration among internal applicants and, in the worst case, to their departure and thus further necessary vacancies to fill.

  • Filling the position again:
    When hiring externally, there is a higher risk of a misfit between the applicant and the corporate culture. Depending on how serious this misfit is, it can result in the contract being terminated and the recruitment process, including monetary expenses, starting all over again.

How can structured talent management help you to save costs?

  • Identifying potential:
    Who in my team/ in other teams performs and shows the potential to take a vertical or horizontal career step? What career ambitions do these employees have? This step enables positions to be filled more quickly, headhunters and external advertising costs to be saved and the risk of further recruitment to be reduced. Ideas and insights regarding suitable candidates can be gained during development discussions, project work, etc.

  • Succession planning:
    Start planning even if the position is still filled. It is important to clarify with the potential successors whether there is interest in the potential position, but it is even more important to involve the position holder in the search and to communicate transparently that succession planning does not mean that the position holder has to vacate their position soon. A benefit of early planning for the position holder is for example that they are able to quickly take advantage of interesting career opportunities, and the manager of the position is able to fill the vacancy quickly with the right candidate. It is advisable to plan for the short, medium and long term, as well as to have candidates who can take over for a short time in an emergency.

  • Targeted and individual employee development:
    A defined succession plan enables targeted investment in employee development, e.g. through training, coaching or on-the-job measures.

  • Employee retention:
    Structured talent management creates internal career opportunities, which in turn means that high potentials and high performers do not necessarily have to look externally for attractive career steps. Internal appointments also reflect a sincere appreciation of the knowledge of internal employees, which also has a positive effect on the working atmosphere.

For talent management to really work, open and transparent communication with job holders and potential successors is the most important thing. Job holders need the assurance that their chair is not being sawn into, and potential successors need to be clearly informed that they are possible successors, but that this is no guarantee that they will end up in the position, as the most suitable candidate will ultimately fill it.

 No manager or company must go through this process alone. We support our clients with targeted, tailor-made and practical leadership trainings, coaching and organizational development and talent management expertise.

Talent management should not only save costs. No, it should increase satisfaction in the company, employees should feel seen.

 Are you ready to save costs with us, make your company fit for the future and your employees happier?

The Rising Interest in Positive Psychology

Please do not feed the dragons

Many colleagues in our network are currently engaging with the field of positive psychology in various ways. We’re also seeing a growing demand from our clients, who are interested in applying its principles to enhance workplace well-being and performance. But what exactly is positive psychology, and why is it gaining so much attention?

What is Positive Psychology?

Positive psychology is a subfield that was co-founded by American psychologist Martin Seligman in the late 1990s. It focuses on scientifically exploring and enhancing human strengths and well-being, setting it apart from traditional psychology, which has primarily focused on diagnosing and treating mental illness. In Germany, the field gained visibility through the work of Judith Mangelsdorf, who has been a significant advocate and researcher in this area, among others, helping bridge the gap between research and practical application in German-speaking regions.

Unlike “positive thinking” or “self-help” movements, which often emphasize a somewhat simplistic "just think positively" approach, positive psychology offers a research-based framework. Researchers in the field, such as Barbara Fredrickson, Mihaly Csikszentmihalyi, and Kim Cameron, focus on scientifically investigating elements like optimism, resilience, flow, and meaning, aiming to identify evidence-backed methods to lead a more fulfilling life.

Misconceptions About Positive Psychology

The term "positive psychology" can be a little misleading. While the field promotes the study of positive emotions, strengths, and virtues, it does not advocate ignoring or suppressing negative experiences. Instead, positive psychology acknowledges the full range of human emotions and experiences and seeks to balance both sides. This sometimes leads to confusion or misinterpretation, where positive psychology is mistakenly equated with the positive thinking movement. Positive thinking encourages an optimistic outlook, often without addressing underlying challenges. In contrast, positive psychology emphasizes a balanced approach that builds on strengths while constructively addressing areas for improvement.

Contributions of Positive Psychology

Optimism can be learned

The field’s valuable contribution is its focus on building strengths and cultivating achievements rather than solely treating pathology. By shifting attention towards what works well and where people or teams excel, positive psychology creates a strong developmental momentum and fosters intrinsic motivation. This approach encourages individuals and organizations to enhance their potential and grow more effectively. Positive psychology has introduced concepts like “learned optimism” (Seligman) and “flow” (Csikszentmihalyi), which emphasize building mental and emotional resources that support resilience and high performance.

Practical Tools in Positive Psychology

Positive psychology offers several practical tools, many of which are relevant and applicable in workplaces:

  • Instruments like the VIA Character Strengths Survey, developed by Christopher Peterson and Martin Seligman, help individuals identify their core strengths. Research shows that focusing on and applying these strengths can boost engagement, productivity, and overall well-being.

  • These practices have been around in Buddhism and other spiritual traditions for a long time. A daily practice, such as keeping a gratitude journal or regularly expressing appreciation to colleagues, can foster positive emotions and improve interpersonal relationships. This has been confirmed by research by Robert Emmons.

  • Using techniques to reframe challenges or setbacks in a constructive light can help individuals manage stress and maintain motivation. Fredrickson’s Broaden-and-Build theory emphasizes that positive emotions help broaden one’s ability to see solutions and “build” coping resources.

  • Seligman’s learned optimism exercises teach individuals to challenge pessimistic thoughts and replace them with more constructive alternatives. This skill can help employees remain resilient and goal-focused in the face of adversity.

  • Based on Csikszentmihalyi’s work, organizations can design tasks or work environments that allow employees to enter “flow” states – those deeply immersive experiences where individuals lose sense of time due to high engagement in challenging, meaningful tasks.

  • Positive psychology has also shown the importance of connecting work to a greater purpose, which can significantly boost motivation. Viktor Frankl, an early influencer of positive psychology, emphasized that meaning is crucial to human fulfillment, a notion that is now embedded in many coaching and leadership frameworks.

Positive psychology offers a holistic, evidence-based approach to human flourishing. Rather than merely fixing what’s wrong, it celebrates and enhances what is right, helping to build an environment where people can thrive individually and collectively.

I teamed up with my colleague Sabine Havenstein for a conversation about positive psychology and positive leadership in two parts. This is part of a short self-learning experience that we created for the leaders one of our clients. You can find it here.

In a future blog post our colleague Heike Horn will dive deeper into Positive Leadership and the PERMA Lead Model.

Frank Busch
Director Competence Development Network

Time and Self-Management: Old hat or the must-have of the hour?

Under Pressure….Many of us know the feeling of constant time pressure, even though we have numerous technical aids and smart apps at our disposal. Yes, we also love good technical PM apps and solutions.

But instead of feeling relief, some of us get into an endurance run that seems to never end. We, the CDN team, encountered this phenomenon more and more often, especially in young, dynamic companies.

And because support and good answers being our profession and credo,
we sat down five years ago and looked at proven time and self-management methods and approaches . We turned them inside out, adapted them to today's and merged them into a modern training and coaching offer for employees and managers.
Today, 5 years later, these offers are not only part of the fixed PE repertoire of our customers – they are also regularly requested by our new customers

Time and self-management: A must in our fast-paced world?

Time management is much more than a means of increasing efficiency. It is the key to tackling deeper challenges. Time management - often misunderstand as a bundle of methods- is a lifelong skill that helps us to stay in control, both internally and externally, and to successfully orient ourselves in fast-paced worlds.

But how do we manage to keep track of things in the midst of constant change?

What does science say?

Sociologist Hartmut Rosa describes three dimensions of acceleration that shape our lives:

  1. Technical acceleration

  2. Accelerating social change

  3. Accelerating the pace of life

These dimensions are closely linked and often lead to overwhelm. But how do we control these processes instead of letting ourselves be driven by them?

Technical Acceleration: Time Saving or Stress Trap?

Technological innovations are supposed to save us time. From smartphones to fast internet to numerous project management tools – they all promise to make our everyday lives more efficient. But the reality is often different: More technology often means more hectic. Between "coffee to go", parallel video calls and a flood of e-mails, we feel as if time is slipping out of our hands. 
Technical acceleration must be designed so that it can bring us the relief we hope for instead of increasing our pressure.

The transformation of society: flexible, but exhausted faster?

In addition to technological changes, rapid societal change is taking place. Working models such as remote work, agile approaches and a new understanding of leadership require us to be constantly adaptable. At the same time, social media dictates trends that come and go before we can follow them. This constant adaptation costs not only energy, but also time – and often leads to excessive demands.

Choosing flexible forms of work consciously and appropriately for your own working environment, or not doing so - that's what our CDN training offers are all about.

The pace of life: Caught in the fast lane?

Hartmunt Rosa also describes the acceleration of the pace of life. Everything has to go faster, the to-do list is getting longer, and we rush from one task to the next. In the process, the most important thing often falls by the wayside: time for ourselves and the affairs of our hearts. Instead of enjoying life, we get into an endurance run that exhausts us. The result? Stress and the feeling of never really being "finished".

Our CDN time and self-management offers address the topic individually and company-specifically. 'Cause there are ways to manage this acceleration cycle, to get out of it and to regain focus. And for those who have now kindfully read to the end:

Here are three immediate approaches that can help you reduce stress and make better use of your time:

  1. Integrate deceleration into everyday life: Breaks are not a luxury, but necessary to stay productive and healthy. Mindfulness exercises or simply being offline helps to clear your head.

  2. Priorities instead of multitasking: Not everything has to be done immediately. Set clear priorities, figure out what's really important, and focus on that. This will bring you peace of mind and reduce unnecessary stress.

  3. Use technology wisely: Not every app or tool is a time-saver. Consciously choose which digital tools really help you and which time wasters you can eliminate.

Our offer: Time and self-management as tailor-made solutions

In our time and self-management trainings and coaching  sessions, we accompany you and people in your company in many other techniques and approaches that help you to work dynamically and productively without getting lost in everyday life. This allows you to stay successful together with your team while keeping an eye on your quality of life.

Sounds exciting? Then take your time and talk to us!

Vanessa Daun
Trainer, Coach, Consultant

🚀*5 Key Factors for Appraisal Talks nowadays*

As a provider for leadership training and organisational development, we’ve witnessed how appraisal talks have evolved from formal, yearly check-ins to ongoing conversations that nurture growth, talent, and transformation. In today's dynamic ecosystems, leadership isn’t just about supporting a team member’s individual success—it’s about managing talent effectively and embracing constant change.

 Here are the **5 factors** we've identified that are shaping appraisal talks and talent management across industries:

 🌟 **1. Talent Management is the Backbone of Growth** 

Effective leadership is about recognizing and nurturing talent. Ongoing appraisal talks focus on identifying strengths, aligning them with changing business goals, and supporting employees on their personal growth journey. Leaders are now talent managers, not just performance enablers and evaluators.

 🔄 **2. Continuous Learning is the New Norm** 

In dynamic environments, learning is never over. Leaders encourage a culture where self-driven learning is embraced, ensuring teams stay adaptive and innovative. Appraisal talks are no longer a yearly formality—they are an **ongoing** part of the growth process.

 💡 **3. Navigating Dynamic Ecosystems** 

Industries are rapidly changing, and leaders need to be agile. Successful leadership development focuses on equipping teams to thrive in these fast-moving ecosystems. This means preparing teams to pivot, collaborate, and adapt in real time.

 📊 **4. Authentic Feedback Builds Long-Term Success** 

Leadership today requires giving feedback that fuels growth—not just metrics. Authentic feedback fosters trust and empowers employees to take charge of their development. Frequent, honest feedback loops are critical in dynamic, evolving environments.

🌱 **5. Mutual Development is Essential** 

Gone are the days of one-way growth. Leaders grow alongside their teams, fostering a culture where learning and development are shared responsibilities. Mutual growth ensures that both leaders and their teams remain resilient and ready for future challenges.

 In a specific example, one of our industry clients now focuses on training not only their leaders to be great conversation and navigation partners in appraisals, but also trains all employees on how to prepare and take charge of their own learning journey. Additionally, learning coaches that are located within the business divisions serve as internal go-to-persons who create opportunities for peer learning and on-the-job development plans.

 At CDN we embrace this continuous journey of change within our team of experts and together with our clients. Looking ahead there will many more adaptations in performance and talent management to come and we are looking forward to creating the best possible approaches to empowering leaders and their teams to adapt to dynamic, ever-changing ecosystems.

Get in the driver seat of your development or help your team members prepare for their talent talk. Get our free download Short Prep Guide for easy Appraisal Talks.

 Nicole Hövel
Leadership Trainer | Business Coach

From the diversity of ideas to implementation: Developing together during the CDN Trainer Day

Red, blue, yellow, green, orange, pink - colourful. That was the Trainers' Day 2024 of the Competence Development Network. Colourful due to the diversity of skills and personalities of the network's trainers. Colourful also because of the many vibrant post-its that we filled with valueable content over the course of the day and because of the LEGO® bricks we used to create common understanding and a shared vision.

In addition to regular online meetings, the CDN team meets once a year for a joint trainer day to expand our skills in line with our customers' needs and to continuously develop ourselves further.

This year, we focused on what distinguishes our network and where we make a difference. After creating a model with LEGO® bricks that everyone agreed upon, we moved on to the next step: discovering joint development potential and defining what each individual contributes with their skills and resources so that we can put this potential into practice.

Alongside the joy of co-creating and exchanging ideas, a clear roadmap has been drawn up on how each individual team member will contribute to bringing the developed image to life.

In regular online retrospectives, we now see how the implementation is picking up speed and we continuously align on the next steps.

In addition to working with LEGO® Serious Play® for our internal topics, we also apply this methodology to customer projects. LSP is an excellent tool for giving shape to topics that are currently only prevalent in our heads. Perspectives, ideas, solutions, visions, strategies, and scenarios become visible and tangible with the help of metaphors in the LEGO® models, as do the connections between complex topics that were not apparent before.

Through this tactile, playful process not only explicit knowledge but also implicit insights are activated. This results in coherent, sometimes surprising answers, which are supported by all participants thanks to the alignment and voting integrated into the workshop design.


What about you? Wanna play seriously?


Kira Kerstin Fecher
Strategist | Facilitator | Story Coach