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By LANZDORF GmbH

What really happened in your leadership meeting

The C&C meeting analysis reads a transcript the way an experienced advisor in the room would: which atmosphere carried the meeting, where it tipped, who set the pace — and what has to change in the next one. No flattery, no verdict.

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This is what your result could look like

Sample result
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Sample result
Shaping5.0

Actively thinking along, developing further, bringing in one's own cases.

Success5.0

Outcome orientation; next steps are demanded.

Safety4.0

Risk avoidance, retreat to the familiar.

Technocratic4.0

Process logic before relationship, numbers before nuance.

Sample values from an anonymized shareholder meeting: high shaping power and clear outcome orientation — while consistently retreating into safety and process logic the moment things become personal.

What is the C&C meeting analysis?

Meetings are where leadership culture is built or lost. Everyone in the room senses what happens there — almost nobody can describe it. The C&C meeting analysis is built on the Climate-Innovation Concept (KI©K) by Ingo Lanzdorf and Marion Schoeller: it takes a transcript, anchors every statement to a passage in the conversation, and turns it into a dense read — atmosphere, mood, decision space, value compass, team dynamics and feedback behaviour. Observation and interpretation always appear in the same sentence, so nothing is claimed that the conversation does not show.

16axes in the climate radar
3concrete recommendations
100 %anonymizable
5 Minto your result
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What you take away

A picture instead of a hunch

The climate radar shows across 16 axes which patterns shaped your meeting — and how far they carried through the conversation.

The mirror for the leader

Direct and unhedged, but constructive. If you were active in the meeting the mirror turns inward; if you observed, it turns on the system.

Evidence, not assertions

Every interpretation is tied to a passage in the transcript. No quantities without evidence, no carry-over from other meetings.

Three things for next time

At most three recommendations, concrete and specific to your meeting — not the usual advice about better meeting culture.

Anonymous if you want

By default every name is replaced by Person A, B, C. Real names only if you explicitly allow them.

Built on a book

The analysis uses the terminology of "Leadership between Character and Charisma" — faithful to the book, not loosely interpreted.

What you upload

A transcript is enough — from Teams, Zoom, a voice recorder or a plain text file. Two short answers help the analysis place the context correctly.

1

Upload your meeting transcript

UPLOAD
2

What was the goal of the meeting?

TEXT
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The dimensions of the analysis

The full analysis works through each dimension separately — with timestamps and evidence. Dimensions the transcript does not show are dropped entirely: no mandatory block filled at any cost.

1

Atmosphere

Which pole carries, where it tips

Four opposing pairs describe the mood: constructive or manipulative, productive or illusory, creative or technocratic, inspiring or repressive. The analysis names which pole dominates — and where in the conversation it tips.

Core elements

  • Constructive / manipulative

  • Productive / illusory

  • Creative / technocratic

  • Inspiring / repressive

2

Mood barometer and barometer events

The movement, not just the endpoint

Between alienation and encounter lies a scale a meeting moves along. The movement is what matters: where the deadlock was, the kick-off, the blackout, the highlight — and what triggered them.

3

Decision space and responsibility

Is there a working alliance?

Before anything can be decided, it must be clear what is being decided and by whom. The analysis checks whether a working alliance exists, whether the decision space is clarified, who carries which responsibility — and what stays open.

4

Value compass and exponent movements

Who deviates — and how the room reacts

The value compass describes which value orientations shape the participants and where values tip under pressure. Exponent movements are the moments when someone deviates from the shared course — by thinking, feeling or acting. What matters is what happens next: is the deviation taken up or deflected?

Core elements

  • Personalizing

  • Downplaying

  • Rationalizing

  • Talking to death

5

Team dynamics

Maturity, the big G, relationships

Three observation levels in one block: does the team sit in a star structure or a network? Is there a big G — an opposition or taboo everyone senses and nobody names? And how do the participants stand to one another? Hierarchy is made visible only through behaviour, never through labels: who sets the pace, whose objections are picked up, whose fade away?

6

Installing feedback loops

Setting and receiving

Five standards are scored on a pentagon. Taking a position and active listening get one value each. Setting boundaries, inviting feedback and giving feedback are split in two: a setting line for the side introducing the standard, a receiving line for the side reacting. Where the receiving line scores high, the text names whether it was a pass-on — the uptake carries the impulse further — or a braking loop that merely confirms and closes.

7

What carries — what breaks

The point

At the end comes the point. This is where the mirror for the leader sits: direct, unhedged, but constructive. From it follow at most three recommendations — concrete, not generic, and always aimed at the next meeting.

The 1 to 5 scale — and what a 1 actually means

ValueMeaning
1No passage on this axis — missing evidence only, never a failed attempt
2Isolated, one instance without further effect
3Recurring, shapes individual phases
4Formative across larger stretches, several independent instances
5Consistently defining for the tone of the entire meeting
Find out which type you are

How it works

1

Upload the transcript

txt, md, vtt, PDF or Word. Names are automatically replaced by neutral labels on request.

2

Analysis along KI©K

The conversation is read along the dimensions of the Climate-Innovation Concept — every interpretation anchored to a passage.

3

Read the result and act

Short version, full analysis, climate radar, feedback loops — and three recommendations for the next meeting.

Author & creator of this analysis
LANZDORF GmbH

Ingo Lanzdorf — in the room where people decide together since 1980

Management consultant · Leadership trainer · Author · Creator of KI©K

Ingo Lanzdorf has worked as a management consultant and leadership trainer since 1980, supporting leadership circles, executive teams and shareholders in mid-sized companies — wherever several people decide together. Together with Marion Schoeller he developed the Climate-Innovation Concept (KI©K) and the book “Leadership between Character and Charisma”. This analysis carries his signature: it asks less what was decided than how it came about — atmosphere, decision space, feedback.

lanzdorf.com
45+years as a management consultant and leadership trainer
KI©KClimate-Innovation Concept — developed with Marion Schoeller
16axes in the climate radar, each anchored in the transcript
About the company

Academy for values-based leadership

LANZDORF GmbH in Puch bei Hallein, Austria, works with executives, leadership teams and shareholders in mid-sized companies. Ingo Lanzdorf has worked as a management consultant and trainer since 1980; together with Marion Schoeller, the academy connects group dynamics, self-organisation and conflict resolution. The Climate-Innovation Concept (KI©K) reveals how atmosphere, trust and productive challenge shape the quality of decisions.

A leadership circle in conversation — meeting culture based on the Climate-Innovation Concept (KI©K)

Leadership between Character and Charisma

A screenplay for entrepreneurial self-renewal by Marion Schoeller and Ingo Lanzdorf — the basis of this analysis.

Leadership circles and shareholders

Support where several people decide together and the collaboration itself becomes the subject.

Succession and generational change

Thousands of mid-sized companies are looking for successors — what is handed over is not only a company but a leadership culture.

The method
1

Make the climate visible

The Climate-Innovation Concept describes where a leadership circle tends — towards stagnation or towards innovation — and grounds that in concrete conversational patterns.

2

Install feedback loops

Five standards turn an exchange of opinions into genuine understanding: taking a position, setting boundaries, listening actively, inviting and giving feedback.

3

Handing over leadership culture

In a generational handover it is not only responsibility, knowledge or ownership that transfers, but the capacity to collaborate.

Germany & AustriaLearn more about LANZDORF

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