● BASIC REFERENCES

SUCCESS
HAS A NAME.

Over 500 completed corporate projects.
We support leader their journey toward measurable results. Learn more.

Experience

0 years

Participants

lectures

Transformations

0 +

Case Studies

In-house transformations that speak for themselves.

How Europa-Park Reoriented Its Corporate Culture and Leadership

An ongoing change process, a generational shift, a corporate culture in flux. CEO Thomas Mack wasn’t looking for a traditional trainer, but rather a fundamentally different approach. After just two months, employees were already talking about the changes on their own initiative.

How Ulm University Hospital Regained Its Ability to Function Following a Leadership Conflict

Mistrust between the board and senior physicians. Failed attempts. A restructuring that had poisoned the atmosphere. What seemed like an irreconcilable rift became the foundation for a new leadership culture that won over even experienced professors.

How Testo Increased Its eNPS by 47 Points in 9 Months

3,500 employees, €426 million in revenue, and yet: high turnover, low employer appeal, and stagnant employee engagement. What felt like an unsolvable problem became a measurable success story thanks to the Leading Simple© concept.

Applications

Typical challenges faced by our customers.

Succession planning

We guide you through the generational transition and lay the groundwork to ensure that both sides approach the new situation with clarity. The result: a handover that maintains the trust of employees, customers, and partners and steers your company steadily into the next generation.

Leadership Development

We help your leader grow leader subject matter experts into true leaders. The result: less reliance on you as the CEO, a team that makes decisions independently, and a company that runs smoothly even without your constant presence.

Unified Management System

We provide your company with a common management language. This means: no more conflicting messages, clear expectations at every level, and a management culture that doesn’t depend on the style of individual leaders but functions reliably throughout the entire company.

Business growth

We create the leadership structures that make growth possible in the first place. After all, revenue can only grow as fast as your organization can keep up. We ensure that your leader processes are ready before growth becomes a burden.

Standstill

We uncover the real reasons behind the stagnation. Because in most cases, it’s not a market issue or a staffing issue. It’s a leadership issue. We analyze the root causes and provide you with a concrete plan for getting your business moving again.

Cultural change

We help you build a corporate culture that fosters performance rather than hindering it. Not through policies on paper, but through leadership behaviors that are evident every day. The result: employees who think proactively, responsibility , and are passionate about the company.

Small businesses.

Ustomed Instruments GmbH & Co. KG

Daniel Urbat, CEO of USTOMED, hones his leadership skills at the seminar

from 18 to 30

Number of employees has grown

from 4.5 million to 7 million

Revenue increased

1 Decision

the thing that changed everything: LeadingSimple©

“I can actually be away for a few weeks at a time, and things still run smoothly without me. That would have been unimaginable. And it doesn’t matter now whether it’s because I’m on vacation, or I just want to spend more time with my kids ,or maybe because I’m sick. That gives me a certain freedom that I really wouldn’t want to be without anymore.”

Patricia Löwenpapst

, Managing Director of Abenteuer Steuer Tax Consulting, LLC

“I’ve regained that confidence in myself—the belief that I can do it and that I really do have strengths. The confidence that a lot can happen before I reach the point where I can’t do it anymore. Working with Grundl has significantly raised that bar. I used to have sleepless nights and would throw up before important appointments. That doesn’t happen anymore.”

Olaf Gläser

, Tax Consultant, Bansbach GmbH

“I’ve always viewed leadership as a burden that comes with the job. The seminar made me realize that there are simple ways to convince employees of our goals and results and get them on board.”

Sebastian Leeb

Management / Technical Director
, stone4you e.U.

The company

Katharina Handke is the independent owner of a VGH insurance agency in Hanover, where she manages a team of several employees.

The standstill

Harmony took precedence over clarity. Her best friend was a coworker, and unpleasant matters were left unsaid. At the same time , she rushed from one appointment to the next, putting out fires and reacting instead of taking the initiative. She had accepted that this was the price of success.

The tailor-made solution

Through the GLI Learning World, Boris Grundl’s books, and finally the seminar, she gradually developed a new leadership approach. Two distinctions shaped the process: social norms versus economic norms made it clear why close friendships and clear leadership do not go hand in hand in the workplace. Sphere of influence versus sphere of interest helped her let go of what she cannot control and focus her efforts where she can truly make a difference.

Growth

The agency has received two awards for outstanding performance, despite having fewer staff than before. Today, Katharina Handke leads with clarity rather than charm: she is calmer, more direct, and more decisive.

Result:

More success with fewer staff

Small and medium-sized businesses.

Klöckner DESMA Elastomer Technology, LLC

New Thinking, New Visibility: DESMA Shows How Change Succeeds

518

Employees

5 countries

with its own locations

Development and Manufacturing

innovative and dynamic environment

“In the past, when an employee resigned, it used to affect me much more than it does now. I’ve since developed a certain detachment, and I know that life will go on. We just need to sort out these and those issues, and we’ll get it all sorted out. I recognize my most valuable personal growth in the fact that I’m now better able to manage myself.”

Jörg Klenke

Management,
Systemtechnik LEBER GmbH & Co.

“I felt like I had to take care of everything. If someone was heading in the wrong direction, I’d step in. I thought I knew how to do it. A year ago, I was present for every customer audit. Last year, we did three audits in one week, and I wasn’t there for a single one. The team can handle it better on their own.”

Johannes Maier

Head of the Business Unit "
" at SBS Feintechnik GmbH & Co. KG

“I felt like I was on a hamster wheel. At some point, I asked myself: If nothing changes, I might not know how to run this company anymore. Today, I know what I’m responsible for and what I’m not. Meetings that used to last an hour and a half are now over in 20 minutes, with better results than before. Foranyone who wants to lead in a modern way today: Leading Simple is, in my opinion, the gold standard on the market.”

Sabrina Mäkel-Wild

Managing Director of
Wild GmbH

The company

Tanja Tausend is the owner of Intensiv Leben, an outpatient intensive care service with over 60 employees, founded in 2017.

The standstill

Her business partner and longtime friend had been embezzling money from the company’s accounts for months. When Tausend noticed, she reacted in her usual way: she threw herself into day-to-day operations, neglected her leadership responsibilities, and pushed the pain aside. The financial shortfall grew until the bank declared the company insolvent. Eighteen salaries were at stake.

The tailor-made solution

The decisive step was to stop looking exclusively to external factors for the cause of her problems. A statement from the GLI training program became the linchpin: “A good entrepreneur is someone who can make themselves redundant in their own company.” She stepped back from day-to-day operations, established management structures, and realigned her approach to leading her employees.

Growth

The team has grown from a 20-person crisis response team to over 60 employees. At the same time, she is setting up a comprehensive therapy center that she has already acquired. Today, requests come in on their own.

Result:

From the Brink of Bankruptcy to a Model Company

The company

Marco Müller is the CEO of Strub Medical, which has over 100 employees.

The standstill

For years, Müller led intuitively and with a strong sense of empathy. But eventually, the warning signs began to pile up: unspoken conflicts, responsibility being passed back down the chain, and declining motivation. Customers complained, and decisions were not being made. The root cause lay not with the employees, but in his own lack of inner clarity.

The tailor-made solution

The Leading Simple Seminar was a wake-up call. Müller realized that his own lack of clarity regarding goals had directly led to his employees’ lack of direction. And that the confrontations he had avoided out of a desire for harmony were actually the key to change.

Growth

Today, Müller addresses issues more quickly and clearly, takes a firm stance, and clears up misunderstandings early on. A shared leadership vocabulary within the company helps resolve conflicts objectively before they escalate. The result: greater clarity, Result Orientation stronger Result Orientation, and a leadership culture in transition.

Result:

More results, less friction

Large companies.

Stabilus Group

Alexander Lang: My new leadership role has been a wake-up call for me

8000

Employees

45 locations

in 19 countries

Confidentiality, Availability, and Integrity

Value-based leadership at the highest level

“In the past, I used to handle most of the work myself. Today, I’m more of a guide who helps my employees responsibility their own responsibility and act on their own initiative. I’ve really been able to challenge that traditional management style from the past. And when employees act on their own initiative, the results are not only of higher quality but also delivered more quickly.”

Peter Hesselmann

, Sales Manager, Transgourmet Deutschland GmbH & Co. OHG

“We were in the midst of a change process and a cultural transformation . After just two months, employees began telling us that they had noticed positive changes in our leadership. A shared vision has emerged that shapes our business success through fair and clear communication and action, and that focuses our efforts on the goals we can achieve together
.”

Thomas Mack

Managing Partner
, Europa-Park GmbH & Co. Mack KG

“When you lead a team in a way that encourages results-oriented thinking, the impact is massive. Even the smallest adjustments can dramatically amplify the leverage effect. This is also achieved by consistently holding the team accountable for results. For a long time, I lacked a sparring partner who could ask the right questions, and I found that person in Boris Grundl.”

Steffen Milsch

Head of Controlling,
, Compass Group Deutschland GmbH

The company

Testo is a multi-award-winning global market leader in measurement technology. The company employs approximately 3,500 people worldwide. In fiscal year 2022, it generated revenue of 426.9 million euros.

The standstill

Despite economic success and attractive job opportunities, previous efforts to boost employee loyalty to the company have fallen flat. This was reflected in high turnover, a lack of appeal as an employer, and limited ability to attract top talent. A measurement of employee satisfaction using eNPS (Employee Net Promoter Score) confirmed these findings.

The tailor-made solution

The Leading-Simple© concept was initially implemented at Testo over a twelve-month period—featuring seminars, one-on-one implementation sessions, and self-paced learning modules in our online learning environment. To date, a total of 125 leader have completed leader cultural transformation process. Due to its continued success, the project is being extended.

Growth

The eNPS score increased by more than 47 points within nine months. Consequently, there was an improvement in employees’ sense of responsibility, Result Orientation, business performance, and the company’s appeal as an employer.

Result:

Employee satisfaction increased by 52%

The company

Approximately 6,400 employees ensure that around 50,000 patients receive inpatient care each year across 29 clinics and 15 institutes (1,274 beds). In addition, there are approximately 300,000 outpatient cases. This makes Ulm University Hospital the primary care provider for the regions of East Württemberg, Danube/Iller, and Lake Constance-Upper Swabia.

The standstill

As part of a cost-cutting restructuring initiative, a rift developed between the hospital’s executive board and the senior physicians. Mutual distrust and recriminations made it impossible to plan constructively for the future. Following a recommendation, the Chief Medical Officer and Chairman of the Executive Board, Professor Dr. Udo X. Kaisers, decided to collaborate with the Grundl Leadership Institute.

The tailor-made solution

During the initial analysis, it quickly became clear that, due to their high level of expertise, the participating professors would only follow an authentic personality with a very well-thought-out concept. After a joint decision-making phase, they agreed on Leading Simple© and Boris Grundl.

Growth

“After several failed attempts to improve cooperation between the hospital board and the senior physicians, Mr. Grundl and his team were brought in. My initial skepticism faded as I saw how he encouraged and facilitated the parties in finding their own solutions. He avoided ‘mind games’ and first enabled a productive reckoning with the past, followed by clear, goal-oriented communication for the future.”

Result:

Disputes and power struggles resolved

Profitability

+ 0 %

Staff turnover

- 0 %

Employee satisfaction

+ 0 %

More time

+ 0 hours per day

YOUR PATH TO THE CHAMPIONSHIP

SUCCESS HAS A NAME.

In-house transformations that speak for themselves.

Typical challenges faced by our customers.

Daniel Urbat, CEO of USTOMED, hones his leadership skills at the seminar

from 18 to 30

from 4.5 million to 7 million

1 Decision

Result:

New Thinking, New Visibility: DESMA Shows How Change Succeeds

518

5 countries

Development and Manufacturing

Result:

Result:

Alexander Lang: My new leadership role has been a wake-up call for me

8000

45 locations

Confidentiality, Availability, and Integrity

Result:

Result:

Write your own success story.

Free webinar:

From wheelchair to Porsche: My journey from welfare to financial freedom (through responsibility)

SUCCESS
HAS A NAME.