What are the reasons for the differences and potential for conflict between the generations that we observe in companies? Is it just the difference in age or do the different conditions in which people grew up also play a role?
What do managers do to operate effectively and successfully in a multigenerational environment?
What skills and attitudes do managers need to develop in order to create a cross-generational culture of trust?

As mediators and coaches, we are used to finding ourselves in the middle of internal company conflicts.

We encounter the following situations most frequently:


A single person recognizes a conflict with (another) person(s) and wants to deal with it alone.
We recommend individual conflict coaching sessions, possibly using the system board and elements of constellation work.

2 Parties to the conflict:

In this case, we work with methods of preliminary analysis, moderation and mediation. Possibly with constellation modules in individual group sessions. In order to strengthen tolerance towards the “other” in the future, we also work with our scientifically evaluated motive profile in individual cases.

Conflict in the team:

In this case, we work with analysis tools to assess “team sickness” before a workshop. In the workshop, we work with the motif profile to increase tolerance and objectify the topics. We take on the leadership role for the duration of the workshop and relieve the manager for the duration of the workshop. As a preventative measure, we recommend team development and supervision.

“How would you know that the conflict has been resolved?”

We always develop action agreements and implementation measures together, both with individuals and as a team. Because the truth is only ever revealed in practice – after the session or workshop.

“For years, a department with over 20 employees was managed in a patriarchal manner. The manager is retiring this year. Ms. Schloemmer has therefore spent several years preparing and supporting employees for and during the change process. After creating a Reiss Motivation Profile© for each new manager, we also introduced an intermediate level around the new management and provided each with their own managers. A great deal of empathy and sustainability was required to motivate the employees for the new tasks, filled with new-found and freshly recharged self-confidence. Grosso Modo can reduce the number of employees through natural departures.

We are looking to the future with confidence, and not just for this department!

GrECo, matter of trust.”

Schloemmer& Partner has been supporting us in the development of our competence and personnel management since 2009. Thanks to your audits during the personnel selection process, we have succeeded in significantly improving the accuracy of our recruitment. Your external opinion is an important decision-making criterion in almost every recruitment process at W.E.B.

Schloemmer& Partner also supports us as a coach.