Agile Strategy & OKRs

Agile strategies and OKRs for startups, agencies and SMEs

As a business leader in a rapidly evolving industry, you probably already know that an agile strategy helps you dynamically adapt yourself and the business to change. In this context, you might have already dealt with the topic of OKR. We help companies define OKRs and align your entire strategy. In doing so, we pick you up exactly where you currently stand in the topic. Here you can consider comprehensive consulting services and/or our valuable toolbox.

Why OKRs?

It is not enough to set up an agile company in high-growth industries. With OKRs you have a professional goal setting system. The difference for medium/long-term objectives and short-term objectives already plays a role in the terminology. OKRs are medium/long-term objectives, while Key Results are short-term targets. OKRs are agile target setting systems. They are constantly adapted to current developments. This applies not only to the company as a whole, but also to individual teams and organizational units. Above all, there is an overall strategy that enables the company and each organizational subunit to respond to specific changes in an agile manner.

How can OKRs be developed?

If there is to be an entire strategy behind an OKR, it is recommended to develop the OKR in several steps:

Step 1

Asking “why” establishes a goal that extends beyond 12 months. This could be, for example, a stronger perception in the market in the next year.

Step 2

The individual organizational units, such as the marketing team, set shorter goals. For example, they determine where they want to be in terms of market perception in 3 months. Here they would discuss for example, whether to use paid marketing or how else to position themselves more strongly in the market with targeted content management. The question here is “how”.

Step 3

Now you define concrete changes that result from the new strategic approaches. For example, a marketing team would now use KPIs to describe how specifically lead inquiries or visits to the website will develop within the next 3 months. In this 3rd step, the question of “what” is answered.

Our toolbox refers exactly to these 3 steps and is therefore an excellent tool to define your OKRs. Subunits, such as individual teams, can also use this toolbox to define their specific objectives to become and, most importantly, stay agile. Likewise, you ensure that OKRs remain aligned with the overall strategy.

How is an OKR set up in an agency, startup, or SME?

In this section, we address how the overall strategy is brought together with the objectives of the subdivisions. Again, we recommend a step-by-step approach in different phases.

Phase 1 – Aligning strategically

At this point, it’s all about the overall strategy. For example, the strategy aims to grow rapidly overall with the company and the market. You could proceed here in several sub-steps as follows:

  1. Where are we – status quo? Where do we want to go – benchmarking?
  2. A Startegyzer summarizes the overall strategy, the vision behind it and the purpose of all change efforts.
  3. Strategic sub-goals and KPIs are defined.
  4. Who is responsible for implementing the strategy?

Phase 2 – Establishment of OKRs in the individual teams

Phase 3 – Define each OKR with the overall strategy in mind

Phase 4 – Establish an OKR routine to be consistently agile

Phase 5 – The respective OKR is integrated into the measurement of performance

Advantages of OKRs in the context of an overall strategy

By incorporating an overall strategy, you can be agile with your business while maintaining a comprehensive set of goals. Each team successfully sets short-term goals that are in line with the overall strategy. At the same time, the short-term goals can always be adapted to the respective subsequent developments. The strategy therefore remains agile enough, but is also aligned with a long-term objective. OKRs are the perfect tools to develop the different types of goals in a short time. Top performers such as Google or Amazon have therefore long since discovered Objectives for themselves. In this context, being agile does not mean doing without visions or long-term objectives. Quite the opposite. You work with the company in an agile way to achieve visions and long-term goals.

What can we do for you?

We support you in all phases of strategy setting and OKR development. Let’s have a first conversation to find out where you stand with your company and what the next steps could be.

You are already familiar with OKRs? Then discover our toolbox for yourself. For only 150 EUR you will receive tailor-made tools that will help you and your team to get the most out of OKRs. More info here or contact us now.

If you want to learn more about other topics, you can follow us on our social media or on our website

LinkedIn, Instagram, Youtube and Facebook.

Take care and stay healthy,

Your Amaze Growth Team



Self-leadership is a really important skill to build-up in organizations to become innovative and agile. Companies that show high self-leadership skills can more easily adjust to a volatile, uncertain, complex and ambiguous environment (VUCA). 

Why this?

Because every employee will respond to a VUCA world with Vision, Understanding, Clarity and Agility.

How can you foster more self-leadership in your organization?

Neurologically spoken you need to provide a significant amount of understanding of self-leadership among your employees. You need to train self-leadership and your employees need to have the space as well as the flexibility to apply self-leadership.

We build-up self-leadership in organizations in three phases:

PHASE 1: Understand yourself

Understanding yourself means to apply a deep understanding of how you have been wired – how you can regulate yourself and how you can connect to your full potential.

Know how your brain is wired

We human beings have a unique and fascinating brain. We are born unfinished and until 25 our brain is formed. However, until a very high age, we have the ability to adapt to different environments since we are not hardwired. This means that every situation, every new event or relationship will shape our brains. 

Knowing this it is quite important to understand how our brain has been shaped predominantly during our life experience. We normally conduct individual or team personality tests, such as DISC or MBTI to understand how we may behave in certain situations.

We also mention that our brain dominance is not ending and each new experience such as Corona will change our personality style.

Regulate Yourself

We have not only neurons in our brain, we have another 20 billion neurons in our autonomous and endogenous system. Especially in times of home office, we recommend to exercise frequently embodiment, mindfulness and focus exercises.

The embodiment exercises are simple desk yoga exercises that will help you to activate your parasympathetic nervous system and to calm down stress. 

Mindfulness exercises help you to shut down the brain frequency in your cognition (brain) – If you are deeply connected with your parasympathetic nervous system you will be able to connect to your unconscious and your creativity and intuition. Hence, the focus of working should no longer be conducted than 25 minutes followed by a subsequent pause.

Connect to your full potential

Living and working according to your strengths will help you to foster high performance talents in your organization. Hence it is even more important to discover your own values and strengths. We normally conduct with teams, Martin Seligmen’s  values in  action. Try it out here and find out what your top five strengths are. 

PHASE 2: Set your focus

Your organisation will only grow exponentially if you have people that have their own purpose, vision, goal and care and that will integrate it in your organisation’s vision alignment. How can you achieve this?

Set your Purpose & Vision

We align in a three step approach with teams to set their own purpose and vision. It is not an easy step to define a clear vision where to go but it is an important step to get achievements done.

Set your goal and care

As a subsequent step, we align required goals and how to build-up a growth mindset and care to achieve these goals. This is important to become persevering to achieve things.

Keep yourself motivated

Even with the best defined purpose and vision, it is not always easy to keep yourself motivated to continue your goal achievement. Hence we recommend easy techniques to keep motivation on a daily basis high and to allow everyone to see that a vision is a journey of growth.

PHASE 3: Live your focus

Even if you have people that have a clear vision for themselves and your company it is a daily effort to keep everyone to live according to their focus. We have another three easy techniques to keep the focus setup high.

Develop a growth mindset

A growth mindset is a positive attitude to learn to develop your own growth path and to motivate yourself with the right resources to step out of the comfort zone into the growth zone. This also includes a good understanding of how to stay healthy in the growth zone.

Regulate your emotions

It is important to understand situations if we are more in a stressful balance or if we have a good work-life balance. Especially for high potentials it is important to provide good techniques to balance stress and to regulate emotions to connect to cognition and creativity.

Connect to your full potential

Thoughts create feelings and feelings create behavior. We can determine our own destiny and our own wellbeing. Building up a positive and innovative culture it is even more important to teach cognitive behavior techniques to twist all negative thoughts into positive emotions.

We currently develop a course for high potentials to learn how to lead yourself. If you are interested to get Beta access, please subscribe here.

We hope now you have a better understanding of self-leadership and would love to hear your opinion about it.

If you want to know more about us then read here

Take care and stay healthy,

Your Amaze Growth Team

Tribe Organizations

Tribe Organizations

In this article we will give you hands-on insights and a simple DIY guide why Tribe Organizations are beneficial to foster growth and innovation and how to implement it in your company.

First we need to Trust

Before we normally start to coach and consult organizations to develop autonomous and flexible tribes, we emphasize that the most important foundation is trust.

And trust starts with the leadership; how trustful is your leadership style?

A Harvard study also showed that compared with people from low-trust companies, people at high-trust companies report: 

  • 74% Less stress
  • 106% More Energy
  • 50% Higher Productivity
  • 76% More Engagement

How to start to redesign your organization?

Have you ever sketched how your organisation is organized? If you want to build-up a sustainable long-lasting organisation it should not be dependent on one-single contributor. You should rather have a strong interaction of different experts to create high-performing value.  

There are 2 principles an organisation can be designed as. Either “Functional” or “Customer-Centric Network”.

  • In a functional organisation teams work very much on themselves and in their field of competences. They are not so strong in connecting to other functions. Team members therefore work in parallel and not as one team.
  • Cross-functional teams on the other side are a lot more dynamic. The people learn more in 360 approaches and they learn more because they are involved with each other. They can be a lot more flexible and have a better understanding of the different areas. They are real creator teams that work together and collaborate.

In today’s world it is especially important to know all the aspects of your working environment. This comes a lot with self-organisation. This means that your team organises itself from within. The team starts to develop their own schedule and what best serves the client.

So how to setup tribes in agencies?

A tribe is a full stack autonomous team in which there are all the different specialists necessary to create a product, to deliver a service or to develop a client. 

We have implemented tribe organizations in countless organizations and if you consider to leverage innovation and creativity benefits in your organization – our useful DIY (do-it-yourself) guide may help you. We normally transfer teams into tribes in 5 major steps:

1. Define your value creation responsibility: First you need to have a defined WHY for your organisation as well as Goals and Objectives to work towards them. Also you should define your value on how to scale your organisation. Define who should be responsible on C-level for the value drivers and define how this value drivers will develop strategically. You need to be precise in areas like: Business Development, New Sales Acquisition, Customer Development, Delivery & Innovation, Service Quality and People Recruiting & Development.

2. Define your Chapters: You should define your organisational levers of the client, service and talent perspective. Also decide on your rules to set up the tribe. For example, the clients should be owned by the service function with the highest impact or the service delivery should be as efficient as possible. Lastly, you should decide on what framework your organisation should be set up. But you can be creative. It is not an EITHER OR decision, it can also be AND. For example you can run 2 days a week functionally and 3 days per week customer centric.

3. Define your Span of Control: You should define your span of control. Who has control over what?

4. Define Artefacts: You should define your artefacts. There can be divided between 3 major ones; Roles & Responsibilities, Tools/Artefacts, Events. We propose a scrum process for digital marketing agencies to develop larger accounts.

5. Pilot soft & implement: You really have to implement it, in order to really make it happen. 

Apply six rules to leverage your teams to autonomous teams.

    • The team has a joint vision 
    • Retrospectives are installed
    • The team has joint values
    • The team has created atmosphere of trust
    • Common artefacts are installed
    • Everyone is a self-leader

So now how can you delegate responsibility in your organization?

Delegating is not an easy thing; especially when implementing tribes. However, we were quite successful in installing delegation levels in transformation. We experienced that for instance the  delegation poker is a powerful tool during your transformation process.

We hope now you have a better understanding of tribe organizations and would love to hear your opinion about it.

If you want to know more about us then read here

Take care and stay healthy,

Your Amaze Growth Team

Agile Client Development

Agile Client Development

In this blog article, we discuss how digital marketing agencies can analyse, measure and push their own client development.

What you will learn from this article:

  • Understanding of your current customer lifetime value
  • How to setup scrum roles within your client development
  • How to conduct agile retrospectives with  clients


To explain the most important points in detail, we divided the content into the following points: 

  1. Definition of customer lifetime value
  2. Scrum roles in client development
  3. Agile retrospectives with clients

1. Definition of “Customer Lifetime Value”

In easy words, the Customer Lifetime Value (CLTV) can be defined as the value a customer generates during their time as customer 
of a company. 

To calculate the CLTV of your agency, you can use the following formula:

Our Tip: To make it easier for you at the beginning, you can use estimates to get a first idea of your numbers and standing. 

In action, it could look like this:

The formula clearly shows that your client development potential is linked to your agency’s customer lifetime value. If you want to push the numbers / KPIs of your agency, we recommend you the following actions:

2. Roles in Client Development

We propose a scrum process for digital marketing agencies to develop larger accounts. If you want to know more about how a scrum process looks like or how it works, please read our blog article from February 2020: here.

In order to achieve an agile client development, you should keep the following 4 points in mind:

Summary of Roles in Client Development: 

  • It is important to think of all the roles and responsibilities in the client development sprint
  • Differentiate between clients that can be developed and clients that can not be developed
  • Define communication levels according to development potential of your clients 
  • Assign roles and templates that are used within each client development meeting 

3. Agile retrospectives with clients

We propose five steps to develop a strategic roadmap with your clients:

1. Marketing Strategy & Customer Journey:

a) Discuss with your clients how they want to develop their market in 2021 

b) Define an individual customer journey with your clients to understand the          interdependencies of marketing & sales. Furthermore, define the re-purchasing cycle of your clients and derive the logic of retention vs. lifespan

c) Analyse your clients’ current customer base and derive their Recency, Frequency & Monetary Model (RFM)

2. Value Case & Strategic Roadmap: 

a) Define a value case on basis of your clients’ individual needs

b) Define objectives with real numbers to reach the value case

c) Calculate business targets to reach

3. Media Mix: 

a) Align on how to allocate the required budget among different media channels 

b) Attribute your budgets according to your marketing channels

c) Define the See-Think-Do-Care funnel with your clients in a service map

4. Seasonal Campaigns:

a) Define the seasonal campaigns with your clients to push sales & increase basket value

b) Define your audience targeting for each of the campaigns and also the format video, display, text or audio

c) Discuss how a technology stack can be built that allows sequencing and optimisation of first party data

5. Operational KPIs:

Align on your operational KPIs to measure to see how to increase their performance 


If you want to get to know more…….

Sales excellence in the new reality

Sales excellence in the new reality

In this blog article, we discuss how agencies can apply a demand generation process for the retail industry to grow fullistically. Furthermore we will outline an easy step by step guide of how to define a demand generation and sales process for retailers in your agency.

What you will learn from this article:

  • Growth needs to be planned from your purpose and vision to actionable OKRs
  • For service brands, such as agencies it is important to review your current client structure and your existing human capital
  • A growth definition cycle should be conducted in Q4 and ready to start working on in beginning of January 
  • It is important that you understand that growth in agencies is four-dimensional
  • It is crucial to set a clear focus on either new acquisition or client development 
  • To know when you have to innovate a new service package to reach different client groups’ needs
  • The sales process has four phases: prospecting, lead management, client onboarding and client retention
  • The more digitized data is used in your prospecting phase the better your scaling will work

The more precise your offering is outlined within the lead mgmt. phase the higher will your hit rate be

To explain the most important points in detail, we divided the content into the following points: 

  1. Your agency growth needs
  2. Acquisition vs. Cross Sales 
  3. Demand generation for retailers
  4. Execute prospect & lead generation
  5. Increase your conversion rate (Hit Rate)

1. Your agency growth needs

First of all, you need to understand your current growth traction. Did you grow mainly because of  existing clients or because of new clients you were able to acquire?

Tip: To analyse your growth traction we recommend to fill out an easy template to  clearly visualise your findings for the whole team.

Based on your findings, we recommend to develop an easy and  sufficient growth plan for 2021, which could look like this:

In order to reach the goals of your growth plan, you should start to work with the right strategic Objectives & Key Results (OKRs), that need to be reviewed on a regular basis. To do so, we recommend to make use of an OKR Cycle:

2. Acquisition vs Cross Sales

On the basis of your client service map analysis (for help please click here), you will be able to figure out your clients white spots and thus the growth pillars you will need to focus on. Usually, we use the Ansoff Matrix to evaluate with our clients whether to acquire new or existing clients:

Depending on your evaluation of your client development potential, you have to set the strategic focus on “New Acquisition” OR “Cross Sales”. E.g. If you want to primarily offer new services to existing clients, you should focus on a so called Cross Sales Strategy.

3. Demand generation for retailers

It is more difficult to create trust in the virtual world as in reality, because we only develop oxytocin, the neurotransmitter of trust, if we have physical contact with people. 

Thus, it is necessary to find engaging ways in order to strengthen the relationship with e.g. retail clients when speaking to them on remote. Our tips are:

  1. Explain the principles of oxytocin
  2. Grab a virtual coffee together
  3. Ask everyone to switch on the camera
  4. Ask more questions
  5. Present with two voices

When it comes to demand generation, we recommend to:

  1. Understand how to generate demand in general 
  2. Tell a real storyline 
  3. Talk with the help of engaging slides

Demand generation process

4. Execute prospect & lead generation

We divide a sales process in four phases (1) Prospecting (2) Lead Management (3) Customer Onboarding (4) Customer Retention:

Furthermore, a good prospecting process is based on a clear definition of your desired customer segment and offering:

A good lead management process on the other hand has five different stages supported with digital tools:

In order to assess the performance of your sales phases, we recommend defining the right KPIs in order to track your success. Possible KPIs, mapped to the individual sales pages could look like this:

As a result, an exemplary approach of KPI setting and tracking could look like this:

5. Increase your conversion rate (Hit Rate)

Based on our experience the hit rate can be significantly improved by following these 5 steps: 

  1. Digitalise your pre-sales process with a flow of activities and client interactions 
  2. Develop a diagnostic before you offer. This creates trust but also your signal if the client is suitable for your service
  3. Provide your clients modular offerings to choose from
  4. Investigate negative feedback with a quick survey or a call
  5. Evaluate your outcomes on a monthly bases

If you have any questions or need help on specific topics, please don’t hesitate to contact us at any time.

Your Amaze Growth Team 

Retail opportunities in the new reality

Retail opportunities in the New Reality

In this blog article, we discuss how the “New Reality” accelerates digitalisation needs in the marketing and sales funnels of retailers. Furthermore, we outline how agencies can offer specific new services which retailers need & how to scale offerings with a retail service map.

What you will learn from this article:

  • A good understanding of the marketing & sales funnels of retailers
  • Digitalisation of retail business models
  • A tool to segment your customers to read retail signals in your CRM
  • How retailers fight for customers and their data 
  • Agencies can support retailers to find the right customers at the right moment within the customer journey
  • All agencies that want to be leading have to switch from a channel perspective to a funnel perspective


To explain the most important points in detail, we divided the content into the following points: 

  1. Marketing & Sales funnels of retailers
  2. Digitalisation of retail business models
  3. How to read signals as agencies
  4. Digital marketing needs of resellers and consumer goods manufacturers
  5. How to use a service map as an agency

1. Marketing & Sales funnels of retailers

A Marketing & Sales funnel is normally based on a marketing and product strategy:

Hence, the nature of Marketing & Sales funnels varies between three different types…

A: Retail 

B: Lead Generation

C: Business & Industrial Markets

With underlying branches. Please Note: In your country there might be different retail branch associations – check it out to get in touch with them!

Tip: Sit down with your team and evaluate your current customer portfolio with a quick analysis

This will help you to get more insights about your own portfolio as well as to derive future measures based on your results.

2. Digitalisation of retail business models

In retail we differentiate between a Consumer Goods Manufacturer and a Reseller. 

A: Reseller: Buy several brands and re-sell them <70% of own brands

B: Consumer Goods Manufacturer: Develop several products & brands >70% of own brands

In recent years, the digital transformation has emerged 6 different position strategies among retailers:

In short – The sales channels of all four business models vary, as illustrated in the following example:

Which means that each retailer is developing its own positioning to strive for a higher profit margin in their segment. Furthermore, the strategic positioning of the diversification of the sales channel is the indicator how to set up the digital marketing strategy.

3. How to read signals as agencies

Agencies can only become smart if they first of all, understand the system of their agency. According to Leyla Acaroglu, there are 6 major tools that help you to understand systems:

In order to get an overview of how your agency really works, we recommend starting to build a retail pipeline overview in order to derive valuable insights about your own system, including your own business model and the major branches you serve.

Tip: Present your results in a form like this, to be able to discuss your conclusion with the whole team in order to derive the appropriate future measures:

4. Digital marketing needs of Resellers and Consumer Goods Manufacturers

The most important objective for any CMO is to reduce the overall Customer Acquisition Cost. In order to be able to do that, customer insights and data are getting more and more valuable. As a result, digital marketing agencies should approach three services in their service map 2021 as retailers fight for customers and to own their data.

Furthermore, the changed placement network during lockdowns forces consumer goods manufacturers to communicate more directly.

5. How to use a service map as an agency

We recommend to implement all your services into one single service map, which can be adjusted to the needs of your customers (Ecommerce, Omnichannel, Consumer Goods Manufacturer) in order to not only get an overview for yourself but also to be able to analyse up- and cross-sale potentials for your customers.

If you want to get advice on any of the mentioned topics or if you want a template for our service map, please don’t hesitate to contact us at any time. 

Your Amaze Growth Team 

Skill 3: Business Acumen

Consulting Skills

In today’s article in our blog series on Consulting Skills, we will introduce you to the third level, the Business Acumen. It’s about how to sharpen your own business sense in order to align your business for long-term success. 

3. Business Acumen

In order to be successful as a consultant, you need a sharp business sense, also called Business Acumen, which examines all relevant aspects of the mechanisms of the business model (profit and loss statement). Through critical reflection, it is possible to evaluate how the business model works and which screws / mechanisms can increase sales, reduce costs and increase profits.

What do we mean by Business Acumen?

As consultants, we understand the ability to take each business model apart, question it and find areas for optimisation. This sounds relatively complicated, but it is not. 

Let’s take the practical example – your girlfriend is the proud owner of a café and wants to increase her profit to sell the café in 10 years and settle down in Provence. In such a case you have to calculate how she can increase her profit. This starts with: 

1. Definition of the market – how big is your maximum capacity of turnover at the moment and how can it be increased?

a) Define parameters: Try to determine the parameters that define the market. In this case: what is the maximum capacity (number of tables), how many times a day someone eats (number of meals) and through which channels can be ordered / sold (direct visit vs. online)? In this case you write down the following parameters:

b) Define assumptions: Define assumptions for each parameter and if you are talking to your girlfriend, make these assumptions together. Example: 

     I. Number of tables: 10 tables x 3 people (maximum)

    II. Average length of stay (seat occupancy): 30 minutes

   III. Number of meals per day: Lunch only max. 3 shifts

   IV. Online orders per day: approx. 30

c) Calculate the market: With the assumptions made, you can now calculate the market (capacity). This means no turnover yet – the turnover is calculated with the average shopping cart. 

Based on the current market, you can consider which measures can be used to expand the market. For example by adding more tables, a terrace, etc.

2. Average shopping basket: In the next step you check the average shopping basket value. This means what a guest eats or drinks on average. A simple glance at the menu is enough to evaluate the price level. If you multiply the maximum number of orders per day by the shopping basket value, you have the maximum turnover. However, this does not mean that this turnover is achieved accordingly.

3. Frequency: Now you evaluate the frequency – how often does a customer need / want to have lunch. How loyal are the customers (existing customers vs. new customers). In the example of the café this is a simple calculation: You can say that the opening hours correspond to the frequency.


4. Marketing & distribution costs: Now you estimate how much has to be invested to make customers aware of the café and want to visit it. Normally, marketing / sales costs should not exceed 20% of turnover.

5. Production costs: Now you should think about how much it costs to produce a lunch on average. Here you can add up the cost of procurement (purchase and rent) and the cost of production (wages of staff who cook and serve). With the size of the market / capacity you can now calculate the production costs


6. Gross margin 1: Now you can calculate the turnover (market x shopping cart value x frequency) minus costs (marketing costs and production costs).

Why is Business Acumen important for a consultant?

For your friend who owns a café it would be useful to make a simple assessment. Let’s assume that for her a gross margin 1 of 100k€ would result, then after taxes this would be about 70k€. The question would be, if in 10 years 700k€ turnover would be enough for her.

Every consultant is therefore expected to show potential ways of increasing the contribution margin. Important set screws are here:

  • Market: Increasing sales channels or capacity
  • Shopping cart: Increase prices or cross sales offer 
  • Frequency: Introduction of loyalty programs or increase in accessibility
  • Reducing marketing costs: Improving the marketing mix and reducing wastage (addressing target groups appropriately)
  • Reduce manufacturing costs: increase purchasing potential automate processes, optimise wages

The quintessence is about the improvement / increase of profit. In the longer term, of course, one must also ask oneself the question, does a “The winner gets all” principle make how a few large Unicorns from Silicon Valley are really target-oriented for our society, or not. But an improvement in profit is also an improvement for our society and tax revenue 😉

How can Business Acumen be trained?

To take your own business sense to the next level, you not only need to understand it yourself, but also to practice it continuously. You will find out how to do this below: 


A: Develop your own Business Acumen Canvas (an example of ours)

B: Define your services among the improvements of the business model

C: Develop your own business sense for training and practice


A: Business Acumen with Hypothesis

  • Weekly Business Acumen sessions (30 minutes), in which you present a new case each time 
  • Everyone will work on the case individually
  • The group will work on the case together

B: Business Acumen with real customers

  • All account managers will implement the business model with the customers
  • Missing information is requested at the next customer meeting

If you want to get to know more about us or about what we do and what we offer or if you have any questions on this topic or on our insights, please don’t hesitate to contact us at any time.

Furthermore, you can watch the video from our Community Call here: Video of the call. Moreover we have provided the slides of the call for you here.

Next week we will continue with the fourth part of the Consulting Skills: Meta Thinking & Structuring

Your Amaze Growth / Accelerate Coach Team


Skill 2: Consulting Mindset

Consulting Skills

In today’s article in our blog series on Consulting Skills, we will introduce you to the second step; the Consulting Mindset. This will help you to build a good foundation in order to prove yourself in your business environment.

2. Consulting Mindset

Being a consultant requires a particular mindset to drive business relationships forward.

What do we mean by a Consulting Mindset?

The Consulting Mindset is based on the following five virtues. These are among the most important soft skills in consulting and should therefore be deepened.

The five virtues

Know yourself: Being able to judge yourself and others in a situation is often decisive for the result. Therefore, ask your employees to do a strength test to find out their strengths. 

Listen actively: An effective way of working is to listen actively in order to be part of the conversation. Train your consultants to listen actively. Follow 4 simple steps: 

  1. Paraphrase: The sender’s message is summarized in your own words
  2. Verbalize: Emotions of the sender are verbalised and neutralised
  3. Enquire: Check all information collected and clarify any ambiguities
  4. Summarise: Things summarised in max. 3 aspects

Partner: The ability to work in a team is an essential skill you should possess, because you are in constant exchange with your customers and team colleagues to achieve your goal together. Learn to give and take, to be in sync, to move skillfully and to be in step and in harmony with others. 

Risk: As a consultant you should be able to assess risks but also be able to take them. Only those who think outside the box will recognize new possibilities and try to use them. Train the ability to tolerate ambiguity and exposure. 

Improvise: Adaptability is essential when things do not go as planned. You should be able to accept changes and to deal with them spontaneously. Therefore, train the ability to react quickly: Subordinate your ego for the sake of cooperation and give up looking good.

How can you promote and develop the consultant virtues?


  1. Redefine the “Consulting Mindset” for yourself
  2. Create your own “Consulting-Mindset” training
  3. Appoint one leader (ideally at the C or B level) to train the consultative mindset


A: Individual reflection

  • Ask yourself / your colleagues to journal for 5-6 weeks about their consulting mindset
  • Exchange weekly about the consulting mindset experiences

B: Play the Consulting Mindset Reflection Game 

  • Install a frequent (e.g. once per month)  consulting reflection mindset, where you play cards to reflect about clients & situations together

If you want to get to know more about us or about what we do and what we offer or if you have any questions on this topic or on our insights, please don’t hesitate to contact us at any time.

Furthermore, you can watch the video from our Community Call here: Video of the call. Moreover we have provided the slides of the call for you here.

Next week we will continue with the third part of the Consulting Skills: Business Acumen

Your Amaze Growth / Accelerate Coach Team


Consulting Skills

Consulting Skills

The right consulting skills are becoming increasingly important these days. But which skills are really necessary to become a successful consultant?

In this blog series we introduce you step by step to the eight most important skills that are crucial for you as a consultant to prove yourself in your business environment.

Using our consulting pyramid, you can see the individual steps and how they are built upon each other. Each week we will explain you one part of the pyramid in more detail. 

What skills do you need to bring to your job as a consultant?

If you want to become or build-up consulting skills you need to have these 4 competences. These skills are build up through long-term potentiation. 

  • Understand the  theoretical input of consulting skills (e.g. through books, webinars, etc.)
  • Train with an expert and get valuable feedback
  • Apply consulting  skills and improve them with real client cases
  • Own it by training others how to consult and  improve the skills

Why do consulting skills need to be trained and build-up from leaders?

Consulting skills should be trained and developed by managers on a regular basis. This helps you to increase your effectiveness as a leader by helping others to develop and grow.

If you want to get to know more about us or about what we do and what we offer or if you have any questions on this topic or on our insights, please don’t hesitate to contact us at any time.

Furthermore, you can watch the video from our Community Call here: Video of the call. Moreover we have provided the slides of the call for you here.

Next week we will continue with the first part of the Consulting Skills: Relationship Building 

Your Amaze Growth / Accelerate Coach Team