We offer training that is individualized to the highest level and ensure that learning content is integrated into practical work daily.

Reasons and rationale for training

Do you believe that your employees have more to give? So do we. Because practice shows that everyone can enhance their performance in the long term. Training taps into the potential of your employees. It enables them to demonstrate the conduct required for their job in every situation in an organized and purposeful manner. You may need training in the following areas:

  • successful cold calling,
  • development of junior staff,
  • efficient service project management.

The whole is more than the sum of its parts. This is also true for teams. If new departments are being formed or there are problems within existing teams, training can help.

Together with a trainer, your group can

  • increase cohesion,
  • establish more efficient communication channels,
  • and resolve conflicts.

Would you like to prepare individual employees for their next career step? Our training can prepare them for their new tasks. It is crucial that we sharpen the right competencies. This includes

  • leading teams to success,
  • forming cooperations,
  • and developing persuasive presentation skills.

Your employees are excellent at their jobs if they are motivated in the long term. But do you actually know what it is that truly motivates individuals? A more detailed look at employees’ unconscious motives can help them – and the management, too, as therein lies the source of strength of each individual. It’s different for everyone. A trainer helps your employees to access their unconscious motives and appropriately use these at work.

Our brochure provides you with all the important information on the field of training.



People are what make companies successful. This is why our training measures focus on developing your employees on an individual level. How do we ensure this? By first identifying where the participants’ personal potential lies. We do this by applying recognized methods from the fields of neurobiology and psychology. As a result, we don’t just know what the employee in question needs to learn, we also know how to ensure he/she learns with enthusiasm. Using classic off-the-job training measures, we train precisely the competencies that the respective employee needs in order to excel in his/her job. On the one hand, this involves teaching him/her about corresponding methods and models (the THEORY dimension). On the other, it is about providing him/her with exercises through which to put the insights gained into practice and effectively train specific behaviors (the PRACTICE dimension).

But how can we ensure that such behaviors truly take root in that person? The key here is practice, practice, practice. And, of course, people will be much more inclined to invest time in learning and practicing something if they have fun doing so. In this respect, we offer a range of learning instruments to cater to all types of learning preference. This includes textbooks, personalized learning software and workbooks. A further benefit of this selectability is the added onus it places the employee in terms of fostering his/her own development. Because assuming responsibility for the steps we take and experiences we trigger is crucial to sustainable learning.

Our training methods

We know that behavior can be changed in the long term. The key to this is competencies. It’s much the same as for professional, competitive sports: those who systematically train their competencies improve and are more successful. Systematic training allows people to develop their existing competencies and acquire new ones. Several years ago we wondered, what makes a sales force successful? And how does a good executive behave? From this we developed sets of competencies for both leadership and sales. We added service and inside sales as we gained experience. Today these four sets of competencies form the basis of all training that we carry out. This guarantees that the training we offer your employees is targeted and systematic.

Specialist knowledge is a prerequisite for success. Our competence dimension THEORY is therefore our first training level. We share tried and tested methods with your employees that will make them more successful in their jobs. What’s crucial, though, is that despite these foundations, we do not just focus on pure theory. Your employees also practice how to use these methods. They gain additional knowledge and new options for action, and thereby develop their methodological competence.

Knowledge is only useful if you know how to put it into practice. We help your employees to train the implementation competence required for this. We call this competence dimension PRACTICE. In training sessions, we practice new behaviors until they become natural.

However, sometimes people develop fears or attitudes that prevent them from implementing certain plans. If these barriers appear, we move on to the third competence level, PERFORMANCE, often in a personal coaching session (link). Here we train mental competencies and help people to overcome obstacles such as barriers or fears.

Training and coaching sessions focus on formal learning. Here, employees learn new competencies and train these outside of their daily working environment – off the job. Our competence-based training approach allows us to make this type of learning as effective as possible.

Nowadays, networking isn’t just a good thing to do; professional exchange with others is a vital component of personal development as 20% of all learning takes place in communication with others. We constantly promote this communicative approach in our training programs. How? By definitively integrating discussions and feedback into the program and by giving employees enough space in training sessions for job-related exchange.

Everyone has heard about ‘learning by doing’ – but unfortunately it isn’t included in most training concepts. This is a fatal error in our view. After all, 70% of the learning process is based on specific experience, discussions and practice at work itself. Learning on the job is therefore an integral component of our training programs. Your employees return to their daily working routines with specific recommendations and exercises following an off-the-job training session, and also receive supporting tools. Our workbooks and textbooks support staff, as do our interactive learning portal, digital learning stimuli and audio programs.

Our training procedures

We begin by listening carefully to you as you explain your situation and the goals you would like to achieve through the training measures. We then conduct our analysis, evaluating your status quo from a neutral, external perspective. We base our analysis on your company’s strategic and sales goals. Once we have completed this step, we work with you to define the development goals of the training program.

Our training measures are based on specific competencies. The second step therefore involves selecting the competencies that correlate best with your goals. These are the competencies that we will train in your employees. The competencies for selection come from four competency sets covering the areas leadership, sales, service and inside sales. The sets were developed on the basis of our long-standing experience in these areas

Now comes the concept development phase. Based on the competencies selected and goals defined, we develop a tailored training plan focusing on the individuality of your employees. Every training goal has its own particular challenges and as such will require its own concept, content, methods, formats, roles and time frame. But every training program will have the following in common:

  • it will take the specific needs of each individual participant into account,
  • it will be highly practical,
  • it will facilitate and foster daily learning,
  •  and it will involve the employees’ superiors, if possible.

We monitor participants’ learning progress systematically. To do this, we consult with his/her superior and colleagues and, if necessary, involve coaches. We also apply a range of suitable media. Our ultimate objective in this is to render progress toward the respective goal measurable. Working together with you, we define key performance indicators and other values by which to measure the success of the training measure.

When the training measure is ready for implementation, we invite your employees to take the Analysis of Potential test. The first component of the Analysis of Potential is an online questionnaire. The second is a one-to-one feedback talk in which the employee’s tendencies in relation to the individual competencies are explained. You can also opt to have the employee additionally perform a self-analysis, which is then compared to the external analysis. Based on these measures, we jointly define and prioritize the areas for development. Here we consider which methods (THEORY) the participants should learn about, and which observable behaviors (PRACTICE) he/she should train. This process leads to the creation of a personal learning and development plan.

The next step is to begin the training measures. We start by teaching participants about the methods by which to achieve greater job success. We call this the THEORY competency dimension. We then train participants how to effectively put this knowledge into practice and how to consistently exhibit specific behaviors in the situations that call for them. Because experience has taught us that a person’s level of competence in a given area is discernible based on concrete observable behaviors. We call this the PRACTICE competency dimension.

The training measures can take place outside the workplace, in “off-the-job” sessions, or as part of an “on-the-job” training program. Moreover, participants are provided with training materials through which to also engage in independent learning. These materials include a workbook, audio program and digital learning impulses. Participants can choose which learning method to use depending on their personal preferences. Content, intensity and timing are selected by the participants themselves. If necessary, for example to resolve specific mental blocks, we can also provide individual coaching sessions.

Experience has taught us that a person’s level of competence in a given area is discernible based on specific observable behaviors. Training such behaviors in your employees is what the PRACTICE competency dimension is about. Here, we use both off- and on-the-job training activities and instruments. Participants can select activities and instruments according to their personal preferences. Content, intensity and timing are selected by the participants themselves. If necessary, for example to resolve specific mental blocks, we can also provide individual coaching sessions. At the end of the training measure, we once again evaluate the progress of each participant.

We have one primary goal: to bring about sustainable, measurable behavioral changes in participants that benefit both them and your company. We therefore regularly assess participants’ progress during the course of the training program and provide them with corresponding feedback. This enables us to adapt our approach if necessary. Also crucial to the efficacy of a training program is transparent, motivating communication. Each participant must understand the training instruments used and what his/her responsibilities are within the scope of the program. What if something doesn’t go as planned? Then we adapt and optimize the program according to the circumstances. For your success.


In addition to their academic and professional qualifications and their many years of sales and leadership consulting experience, PAWLIK consultants all possess in-depth theoretical and practical knowledge of the Analysis of Potential, a diagnostic system developed by Prof. Dr. Julius Kuhl. We are among the few consulting companies in Germany authorized to use the Analysis of Potential.

Our consultants

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  • Astraturm – Zirkusweg 2, 20359 Hamburg
  • +49 (0) 40 / 53 28 50-0
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