Rudolf Binderlehner

Even in my first years of work, I was fascinated by how much influence leaders have on the development of employees through their behavior and impact. I was lucky enough to be encouraged and developed by outstanding personalities at a very early stage. When I first took on specific responsibilities in day-to-day operations, with business development, sales and management responsibility

With my first concrete responsibilities in day-to-day operations - from business development and sales to managing teams - grew my ambition to make decisions based on sound, scientifically proven know-how. I acquired this in my part-time studies at the University of Klagenfurt, including with Heijo Rieckmann (holder of the Chair of Organizational, Personnel and Management Development) and in various other university courses. Through further management positions, I became more and more enthusiastic about professional transformation and change processes as well as the targeted and measurable further development of managers. This enthusiasm and my long-standing contact with Gerhard Graf led me to Transformation Management AG. Thanks to my operational experience, I appreciate working at management level, with owners, board members and executives, as well as operational "translation and implementation" with the next levels up to team management.

I am particularly driven by the question of how 'future readiness' can be achieved - and how we can effectively support companies and clients on their way there. The aim is to find out which paths are suitable and which new patterns need to be developed so that companies can continue to be successful in the future.
The basis for this is a trusting collaboration with our customers on an equal footing and an excellent team on the support side.

I am particularly pleased to see how our team creates real and sustainable added value for our clients with its diverse expertise. Perhaps this is precisely the reason why we have been a reliable partner for so many organizations for many years.

In my consulting work, I mainly deal with the following questions

• How can the top management level with its individual behaviour and impact set out in the context of corporate transformation and mobilize the energy of the next level?
• How can company-specific future competencies be identified and used for a comprehensible and observable further development of managers for "future readiness"? How can change projects be implemented sustainably in a dynamic and system-preserving organization in order to ensure the desired success?
• How must learning processes in organizations be designed to enable learning in the daily work environment and to tackle important operational challenges while measurably developing their own behavior and impact?
• Identifying, managing and promoting the best talent is a constant challenge. What ideas does the company need to retain employees in the long term in order to be able to draw on the required talent or potential when needed?
• How can change leaders best deal with criticism, fears and resistance to change in the systemic hierarchy during transformation processes in companies and communicate the vision of the future in an understandable way?

Triathlon was my great passion in sports - the combination of swimming, cycling and running as well as the performance at the personal physical limit fascinated me and demanded a lot of discipline and time management in training. After the birth of our daughter Lara, the focus of my available time shifted in favor of my family. However, the 3 sports still serve as a balance, with road cycling always taking priority. For me, it's not just training to maintain speed and endurance, but also a time to think about the next appropriate steps in projects or to reflect on situations in individual sparring. I particularly enjoy skiing with the TMAG team, which we like to treat ourselves to for 2-3 days towards the end of the year.