Coaching leadership, constructive dialogue, reflecting and making decisions together. All of these aspects are needed in today’s organisations. Nothing is given and nothing evolves without insight. For this reason, it is, on one hand, paramount to talk to one another and understand things together. On the other hand, principles and insights only become practice by doing and trying things out.
Developing as a manager is a process. Developing one’s own leadership style with respect to the organisation’s goals and objectives is a long-term step-by-step process. Leadership is about listening, talking, encouraging profitable work, challenging, and sometimes demanding. Self-direction is nowadays in the headlines but how can we direct together? For this, leadership is needed. What kind of manager would you like to be? What kind of leadership is needed for the organisation to succeed?
Becoming a good leader requires having an interest in human beings, a willingness to improve your self-knowledge, as well as maintaining and developing a connection with people around you.
How? Through training days for managers, coaching for groups, one-to-one coaching, or lectures to boost inspiration.
I have coached over a thousand managers, leaders and experts on how to use coaching as a leadership tool. A coaching approach is not, in my opinion, merely a tool; it can be used to build an entire organisational culture. A coaching approach is not only visible in individual conversations, but it is present in all interactions within an organisation, including how the capacity of the entire work community or a team is utilised, how people are being heard, and how they can participate in the development of their own work.
How? Through training days on coaching skills, training workshops, and rolling out the coaching approach to the entire organisation.
There are three important aspects in developing an executive team. First: smooth interaction between the members of the group; second: a coherent way to understand and implement strategy; third: good trust-building relationships with other parts of the organisation.
How? Through executive team development processes, development workshops, interviews, questionnaires and surveys.
Well-being is created in workplaces where people feel their work is meaningful.
A corporate culture in which everyone has clear goals and everyone’s input is appreciated supports well-being. Good work and good results stem from courageous and constructive problem-solving.
How? Through development days, development processes, employee engagement workshops, interviews, coaching for groups, questionnaire and surveys.
I offer one-to-one coaching services for managers and supervisors. Whether you are a seasoned manager, leader or expert, or if you are at the beginning of your career, I am able to support and coach you. I have also coached work pairs.
An external coach can, at best, challenge their client to find new perspectives, or at least to create faith in their capabilities to better utilise their personality and skills. As a coach, I feel I have succeeded when I see that my client discovers something that brings an important new aspect to their work and is able to walk the talk from idea to practice. The idea behind the innovation may seem insignificant, but it can be scaled up to have a real impact. I feel I am professional in encouragement.
The most typical process consists of between five and ten one-to-one meetings. Goals are set at the beginning of the process. Most often, my clients’ goals are related to leadership and its challenges, or developing in one’s own role at work. The need for coaching does not, therefore, always spring from problems. It comes more from questions that the client does not have enough time for in their everyday life. The goal is to support managers and supervisors to find ways to lead and direct their group or team in a productive way. Sometimes, the theme may be career development and translating one’s goals into actions.
In order to remain competitive, companies must reform increasingly quickly and exploit the know-how and market knowledge within their organisation and interest groups more effectively. For this, an agile, engaging method is needed to integrate the corporate strategy process faster into change and allow the clients’ needs to be taken into consideration in the operations of the organisation. Strategy Sprint is just this kind of a method.
The method consists of initial mapping, workshop days and follow-up. The method can be scaled from developing parts of small organisations to the wider scope of defining the strategic relevance of an entire organisation. Long-term work on the operating methods of an organisation and extensive participation are at the heart of the method.