Beate Junginger

    Managing Director aergon – München
     

    I am passionate about developing transformation programs for managers, teams and organizations and bringing them to life via a combination of intellectual inspiration, emotional appeal and simple, user-friendly tools and models.

    I am wholly dedicated to bringing together managers, teams and organizations and all their individual dreams, talents, personalities and shared strengths, and forming them into trust-based communities that achieve outwardly visible success, both on a personal level and for the company.
    Clients frequently remark that I am down to earth and that I bring authenticity, clarity, structure, humor and an emotional element to my coaching.

    I have always had a high affinity for technology and am an enthusiastic user of new technologies. The evolution of organizations, changes in values and generations, and digitalization and globalization are on the one hand based on people and on the other hand have a strong influence on society and individuals. I strongly believe that in order to not only manage change, but also to shape it (in spite of its complexity and speed) one has to change oneself and learn in a targeted manner. And I have incorporated these beliefs into my own daily life.

     

    Before aergon

    My fascination with human relationships led me to study Greek philology, before completing a more practical qualification in commerce. I then worked in direct marketing for several years, e.g. for Team direct and BBDO, where I soon began to design and facilitate workshops by myself. In 1993, I founded my own company.

    Since the early 1990s I have been helping individuals, teams and organizations to design and facilitate holistic transformation processes as well as conducting executive coaching in Europe and Asia. Since 2013, I have also managed a team of 20 employees.

    As a coaching expert, I have been invited to make TV appearances, e.g. on ZDF with Johannes B. Kerner or on the Galileo program on ProSieben. I have also had several Books published, all dealing with effective self-management.


    I am a certified systemic coach (1998) and family therapist (1999) (both with IFW Munich) and have completed further training in the areas of systemic and behavioral psychology, e.g. solution-focused brief therapy (Berg & de Shazer) and systemic structural constellations (Varga von Kibéd & Insa Sparrer), as well as NLP training (Dr. Christina Hall). I have also been a certified Scrum Master, Consultant of the Barrett Values Centre, Spiral Dynamics Integral, Hogan Assessments and Agile Organisational Development.


    Besides aergon

    I live in the heart of Munich and am an enthusiastic pedestrian and a passionate highway driver. I fuel my love of discovery by travelling and reading and to relax, I enjoy jogging, hiking and cooking. I let myself be emotionally touched by art, music, films and operas. 

     

     

            

     

     

     

    Updating mental operating systems

    Review your behaviour patterns and use your emotions to actively shape relationships and develop into the person you would most like to work with yourself.

     

    How we can support you

    Best Practice

    Why aergon? 5 good reasons

     

      Passion

     We are driven by the desire to make things as good as possible for everyone. Always a bit more. And we love what we do so much that we would carry on doing it even if we no longer needed to work!

      Curiosity

    We always have an open ear and are keen to learn. Whether we are giving a training course, are travelling, are at a tech, marketing or innovation conference, or are on the production floor at one of our client’s sites.

      Adaptability

    We always strive to understand, regardless of whether we are in a board meeting or on the shop floor, talking to Gen-X or Gen-Z, communicating with emotionally or more factually oriented people, in an industrial setting or visiting a design studio.

      Simplification

     We use mental models to strip psychological and philosophical topics down to the essentials, making them understandable, interesting and easy to apply.

      Connection

    We have been working with managers and their teams since the late 1980s. We have therefore seen and experienced a vast array of different situations, and are able to combine our experience and sensitive approach with new technology and the latest research.

     

    • Thomas Simon

      Beate and her team help the CustomCells team and me as CEO to successfully get to grips with the leadership and cultural aspects. Beate works with professionalism, humour and clarity and has used her experience to develop many levers to steer a transformation process in the right direction. She shows a high degree of appreciation for all parties, sets clear boundaries and explains things using practical examples. In personal consultations, she takes a lot of time to understand very personal settings and charmingly exposes the little egos that creep in from time to time.

      Dr. Dirk Abendroth, CEO CUSTOMCELLS GROUP
    • Thomas Simon

      With a great deal of clarity, humour and know-how, Beate is currently preparing the ground for our cultural transformation. She finds exactly the right approach for different personalities and management levels, and is creative when it comes to suggesting new approaches. Anyone who wants to develop themselves and their company is in excellent hands with her!

      Thomas Simon – CEO PARAGON DACH & CEE

       

    • Thomas Simon

      Beate is a very structured, focused and experienced executive coach. She comes straight to the point, knows what she is talking about and has a good sense of humor. What I particularly like about her is that she gives enough room for the coachees to develop own attitudes and solutions for their issues. In the center of Beate’s coaching are values. She has a wealth of experience with organizational transformations, change management and leadership coaching. Beate it very keen (and savvy) on new technology and enjoys working with “tech people“ who themselves get along very well with her.

      Alexander Gebauer, former CEO Allianz Real Estate West Europe, Member of the Executive Board Allianz Real Estat

       

    • Thomas Simon

      Being able to assess the rather soft and diffuse factors of a corporate culture has also made it possible for colleagues with a rather logical disposition to get a good introduction to the subject. The culture survey enabled us to find out which values and behaviors are important to our employees and managers and which are currently having an impact. The evaluations of the different divisions, as well as my personal 360-degree feedback, were a stepping stone into intensive dialogue with my colleagues as managing directors, but above all with my managers and employees. This has given us a deeper understanding of ourselves, each other and the factors that are necessary for a successful future, which I regard as very valuable.

      Werner Zirlik, Director of Division Media Distribution, MELO Group
    • Thomas Simon

      Over a period of several years, the entire management team at Berufsbildungswerk Waiblingen underwent an outstanding, multi-stage program of transformational leadership with Beate Junginger. Through a very good mixture of professional input and practical exercises, as well as implementation tasks and telephone coaching between the workshops, we have achieved extremely positive and tangible effects in leadership quality. Many managers reported back that it was the most effective and best advanced training in their career to date.

      Roman Hanle, Managing Director, Berufsbildungswerk Waiblingen gGmbH
    • Thomas Simon

      Aergon, and specifically Beate Junginger, supported me significantly throughout a very demanding transformation and helped me to lift the management team to the next level of trust and success. The collaboration was extremely thorough and personally enriching for all of us.

      Dr. Marco Ferber, CFO init innovation in traffic systems SE
    • Thomas Simon

      Working with Beate Junginger has brought about positive, sustainable change to the leadership culture in my department. aergon facilitates the transformation towards better leadership, providing support at an individual level by making people aware of their own strengths and values and giving straightforward feedback – in a unique and inspirational way, which is both effective and caring. My managers and I look forward to working with aergon again on new projects!

      Member of Board and CHRO Allianz Versicherungs AG

       

      Best Practice

      10 tips from experience for a successful culture transformation

       

      1. A vision is the starting point

      If you have an image of the future with emotional traction, you can align your strategy with it and give the entire team a clear raison raison d'être. They will then be committed and able to mobilise energy even in challenging times. In this way, the company can retain valuable employees and become even more attractive to potential applicants.

       

      2. Change always starts at the very top

      Those who demand change from their employees without changing themselves will fail. It is not only about being a role model, but also about shaping paths through behaviour, clear rules, processes and communication in such a way that employees can follow the paths without having to constantly think about what is expected.

       

      3. A transaction is not a transformation

      When trying to solve a problem, the first step for managers is to actually do something: adopt measures, start projects, introduce interventions – always looking outwards. And if these don’t yield the desired results straightaway, the manager will either carry on doing more of the same or try a different approach. This is often the quickest road to success. But transformation involves doing things differently, and for this you need to have a clear view of yourself and a steady hand to select appropriate transactions.

       

       4. Grass does not grow faster if you pull on it

      Managers prefer to achieve good results quickly, and this is what makes transactions so popular, even if they are often not very sustainable. It usually takes time for a corporate culture to change noticeably: patience, a few setbacks, confidence and the willingness to adjust the strategy every now and then are prerequisites.

       

      5. People come and go

      Following cultural transformation, new employees will need to come on board. But sometimes a desired candidate will decline a job offer or only stay with the company for a short time, and long-standing and very valuable employees may leave. But even if the critics of the new culture feel affirmed and it doesn't feel like it at the time, this is a good sign!

       

      6. Communication means talking

      In order to not only support change, but to help shape it as well, it is important for employees to understand why changes are necessary and where the company is heading. And this requires more than a few intranet articles, emails, PowerPoint presentations and all handsl meetings. A considerable amount of discussion is needed here, also in an informal setting, between line managers and their teams. Over and over again.

       

      7. Appearances can be deceptive

      For any company, it is important that its external presence, i.e. the claims made on its website, in its advertising, on social media, in presentations, in brochures, at all hands meetings and in press releases, are more attractive than the reality – to a degree. But if the image portrayed is too unauthentic, this will lead to cynicism and sooner or later the corporate culture and thus productivity will start to erode.

       

      8. Turn players into participants

      Today, almost every company claims to promote empowerment and entrepreneurial employees, and yet many decisions are still made alone at the top floor instead of developing solutions together with the affected teams and then making a decision. This would be quicker and would actually turn buzzwords into a living culture.

       

      9. Celebrate success

      In the face of so much ambition and lofty aspiration, many achievements are no longer recognised as such or are overlooked in the stress of everyday life. However, nothing brings teams together more than shared success. We are not talking about excessive praise or a lot of fuss about nothing, but simply a little bit of mutual appreciation, pride and joy can really boost team spirit.

       

      10. Transformation is no walk in the park

      Personal transformation can be arduous and painful: discovering weaknesses in yourself instead of only in others, receiving critical feedback instead of only giving it. And just when you think you have reached your goal, new obstacles and setbacks always crop up. Resisting the temptation to take a shortcut via the transaction or switching to the factual level and operational issues is exhausting, but it is well worth the effort.

      Transformations Elemente

      aergon

      Maximilianstrasse 43
      D-80538 Munich
      T +49 89 24224750
      office@aergon.de