Magellan Principle

Magellan Principle

Tasks – values – leadership tools

Key details of this training course

We are not prepared for the two essential tasks in our lives: raising our children and leading people. Both tasks are extremely complex and also have the highest impact on the development of people and society on the one hand, and companies and their long-term success on the other. During our education and studies we are “loaded” with facts, knowledge, and methods. Whether good professionals become good leaders is often left to the individual path. The Magellan Principle puts an end to this approach of “trial and error” and focuses on rapid learning success and on consistent and lasting behavioural change.
The Magellan Principle

  • maps the leadership process completely and coherently
  • makes successful leadership reproducible at any time
  • is principled, future-proof, open to methods
  • is easy to learn and effective


13 days

Cours format

classroom training

Modules –
practice & theory

The training units are modular. This means that, between the training days, there is always a phase of practice in which what has been learnt is applied in real-life. This practical implementation is considerably supported by training material that is appropriately geared to it.

Training content Leading

Basic principles of leadership

  • Recognising the principles of leadership
  • Applying the tasks of a leader
  • Exercising entrepreneurial demands on the manager
  • Understanding and knowing the difference between leading and managing and its effects

Giving a vision

  • Knowing and applying the basics of a vision
  • Using the vision as an orientation and source of strength for all concerned
  • Recognising the importance and viability of a vision’s impact
  • Using visions as the beginning of any life cycle of products or companies

Setting goals

  • Applying the basics of goals
  • Setting goals clearly
  • Using goals to give direction to the business
  • Regarding goals as milestones on the path to fulfilling the vision
  • Using goals as a measure of the degree to which the vision has been achieved

Mapping out strategies

  • Knowing the principles of strategy building
  • Grasping the effectiveness of a strategy
  • Recognising the connection to the tasks of management
  • Using strategies as the highest form of action
  • Using strategies as a guideline for taking measures

Deciding and realizing

  • Knowing the principles for making decisions
  • Knowing the connection between decision-making and realisation
  • Recognising the connection between successful process flows and decisions
  • Using strategies as the primary mode of action
  • Formulating clear responsibilities for successful realisation


  • Understanding the principles of controlling
  • Using controlling as motivation
  • Using the right approaches to controlling
  • Recognising the link between controlling and achieving the vision and objectives
  • Knowing the opportunities and risks of controlling and keeping them in mind

“Where there is a goal,
there is also a way.”

Rainer Bielinski
Managing Partner IWP-Team GmbH & Co. KG, book author and creator of the management concept: “The Magellan Principle”

Training content Managing


The topic of values plays a central role in the leadership principle. The connection between personal and corporate values is spotlighted.

  • The fundamental impact of values on the success of the company
  • Authenticity through lived values
  • Providing meaning through values
  • The effect of values on the motivation of all participants


In the planning process, …

  • planning tools and methods,
  • SWOT analysis,
  • cost-benefit analysis portfolio analysis,
  • benchmarking,
  • core indicator systems…

… are applied.


In the controlling process, …

  • organisational structure,
  • decision matrix for employees,
  • core competences, process organisation,
  • bottleneck analysis, quality standards,
  • corporate identity (CI)…

… are applied.


In communication, you will learn about …

  • basic models of human behaviour and motives,
  • brain architecture and communication models,
  • communication tools,
  • conflict analysis and conflict management, phases of team development,
  • practical simulation of dialogue situations…

… and how to apply them.


In human resources organisation, you will learn about …

  • basics on the use of leadership styles,
  • staff potential analysis,
  • staff indicators, staff needs analysis,
  • appraisal systems, reward systems,
  • further training for employees in the HR sector..

… and how to apply them.


In human resources organisation, you will learn about …

  • own time management,
  • distinction between “urgent” and “important”,
  • the different thematic fields of time management,
  • time organisation methods,

… and how to apply them.

The training sessions

In the training sessions, the participants learn the practical application of all contents. These are systematically consolidated through lectures, presentations, group work, and exercises. Practical simulations and the intensive exchange of experiences with seasoned trainers impart knowledge and operational competence at the highest level.
The participants are given the opportunity to show how good they already are and where there is still potential for individual improvement and they independently generate the results for the task areas: vision, goals, strategy, decision-making/realisation, and controlling.

Methods that are fun to use

The Magellan principle focuses on quick learning successes and on consistent and lasting behavioural change. Brain and behavioural research has long proven that people learn sustainably when we create images and establish a high degree of identification. At the same time, people need a reason/sense to change their behaviour.
Magellan’s approach has everything the successful leader needs. The period of approx. 500 years helps to work out the essential, fundamental success factors of the approach. However, in addition to these common rules, above all the Magellan Principle means the separation of “leading ” and ” managing “. While “leading” means giving a vision, setting goals, forming strategies, making and implementing decisions, and maintaining control, “managing” is about more operational issues such as planning, controlling, communicating, and organising staff and oneself.

Benefits for companies

The Magellan Principle makes managers fit for their task. They learn reliable structures and improve their leadership performance. We always see a good leader as the ultimate success factor.

Space for new methods and strategies

The Magellan Principle provides your leaders with space to try out and train other behavioural patterns. It opens up the opportunity to get to know new methods and strategies, to benefit from a lively exchange, and to critically question one’s own goals and attitudes. The aim of the training is to impart practical and implementable knowledge and to train the different contents of successful leadership behaviour in an open and experiment-friendly atmosphere.

The Magellan Principle promotes …

  • Clearer structures and responsibilities within the departments
  • Better communication
  • Higher satisfaction among all employees
  • More commitment and higher motivation of each individual
  • Scope for new ideas, products and developments
  • More sales potential with existing customers through new products
  • More sales potential through new market segments
  • More effective time management

Unleashing potential

Employees find their place in the company by being assigned tasks, their own areas of responsibility, and their superiors. Through this integration into the structure, they gain a sense of security.

Successful teamwork

One of the most important prerequisites for your success is a smoothly functioning, harmonious, reliable team. This requires team-minded employees and effective leadership.

Developing key competences

In order to develop key competences, the Magellan principle offers practice-oriented training content geared to these. Various areas of competence are covered by different measures. In developing key competences, you will learn about …

  • social competence (leadership, conflict management, capacity for teamwork, …)
  • communicative competence (conversation skills, rhetoric, behavioural models, …)
  • analytical skills (analytical and structured thinking, strategy development, …)
  • methodological competence (analysis models, control models, strategic orientation …)
  • self-management (time management, self-organisation, …)

… and how to apply them.

Recommended reading

The Magellan Principle: The leadership adventure

Paul, in his late 30s, suddenly and unexpectedly has to face the realities of his daily tasks as a manager in an international corporation and the related questions on leadership. He answers these questions using the parallels from Ferdinand Magellan’s 500-year history of leadership, analyses them in detail and discovers the central importance of the values that create the link between the two realms of tasks and tools of a leader. Paul clearly identifies the existing and decisive difference between leading and managing. The Magellan Principle shows what leadership really has to accomplish. Learn more about the leadership adventure and read for yourself!