Resources

Stephan Hagelauer

Stephan Hagelauer’s main areas of interest are strategy and execution, specifically strategy development under high levels of uncertainty as well as effective process design and implementation. Prior to Leading Energage's consulting group, Stephan was the manager of Richardson’s consulting department. Stephan held leadership positions at Lumiga, an energy efficiency company, and the cartonnerie de la Réunion, a packaging company where he managed operations and prepared the company for sale. Previously, Stephan consulted for Fortune 100 companies at Decision Strategies International (Heidrick & Struggles) on their strategic planning initiatives, specializing in life science, energy, and high tech. Stephan has been a featured speaker at the Association of Financial Professionals and he led workshops on intellectual property valuation and monetization strategies.

The Superpower of Top Workplaces Managers

And Why Great Coaches Don’t Put Michael Jordan at Bat 

Top Workplaces managers are effective because they coach more than they supervise. They understand the importance of getting to know employees as individuals. And they know what motivates them both on — and off — the job.

Apples to Oranges: The Shifting Role of Managers

And What They Should Do Differently to Achieve Better Results

Rather than simply leading and directing the work of employees, today’s managers can — and should be — the catalyst who accelerates the application of learning and behavior change. When managers coach individuals in this way, they bring out the best in their people, they match employee interests to organizational needs — and they’re better able to unlock potential and inspire performance.

From “Rinse-and-Repeat” to Performance Coaching

How Top Workplaces Have Redefined the Manager Role

In today’s world, employees need to understand how their work contributes to broader organizational goals. They need to identify problems and opportunities, think creatively, and develop new ways to make things better. And all of this requires managers to coach more than supervise, becoming a catalyst to bring about and accelerate continual learning and innovation.

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