Leadership Tools

Last year, GIZ published the first version of the Toolbox “Leadership for Global Responsibility”. The toolbox is intended to provide an open and dynamic resource for the worldwide leadership community. The prototype contains more than twenty tools and methodologies that are supporting participants and partners in their efforts to facilitate workshops, introduce new concepts and initiate processes of collaborative learning, transformational change and social innovation in their own working environment.  These tools offer insights on ideas that we find inspiring, approaches that seem meaningful for change or even transformation – and might be helpful to encourage others to learn about leadership.  

This year, we’re developing the Toolbox 2.0, and we’re inviting you to contribute to its development.

Starting the Journey: Tools for Creating a Learning Space

Exploring the Outside World: Tools for Observing and Collaborating

Exploring the Inner World: Tools for Reflecting and Connecting to Inner Sources

Enacting the New: Tools for Prototyping and Co-Creating

Of course, tools aren’t everything. We are fully aware that there are many other ways to approach the field, and we are eager to learn more about them – from you and your practical work!

10 thoughts on “Leadership Tools

  1. Garzali Muhammed

    Going by the timetable, the week has ended without much class interaction. I expected this to be an interactive forum where members from different part of the world would share experiences and first hand information about the Leadership and associated challenges.
    Thank you

    1. Wiebke Herding

      Hey Muhammed –
      imagine you were one of these members from different parts of the world – which experiences and first hand information could you share with others?

  2. RalfLippold

    Check-in may seem “useless” to many managers/employees at first sight. There is no concrete outcome, neither purpose.

    However this is the time to slow down the conversation, and to set a slower pace that enables workshop participants to get on the “same train”, learning about the others at short.

    Check-in used in a purely engineering culture is one of the main challenges I have been through, and seen around.

    1. Brigitta Villaronga Walker

      Hello Ralf, that is so true, thank you for contributing. Even in spaces with people that meet regularly we should take the time to check-in, but we normally don´t. It completely changes the setting. In a team(-building) workshop I used cards that come with one word and a drawing, so every participant gets one of the cards and explains to the neighbour seated in the circle what this word/drawing means to him/her in terms of the team or issue to deal with in the workshop. How did you cope with the challenge in a mere technical/engineering culture? Will be really interested to learn from that expierence because it is of the toughest ones I can think of.

  3. Eromosele Omomhenle

    I just concluded an intensive Leadership and Strategy Session with Dr Raina Raj for my company and I am delighted to be a part of this journey. During the training sessions, we did a thorough overhaul of the company strategy, policies and procedures, reviews and projects. I learned a great deal hence I have created the MOOC CEWA group which will implement similar strategies for brainstorming and policies overhaul as well as foster innovative ideas for African countries and developing nations.

    With the help of the GIZ and its partners, we (MOOC CEWA) will ‘Continue the Journey’ by developing suitable bespoke models to solve certain specific and prioritized challenges faced by these countries.

  4. Reiner Schmidt

    Hello Karen? Wiebke?
    what about adding the Globally Responsible Leadership Diagnostic (GRID) from GRLI to the Box?


Leave a Reply

Your email address will not be published. Required fields are marked *


You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>