Coaching: Developing potential

More than ever, executives are under pressure to make a multitude of decisions in an increasingly dynamic environment that have far-reaching consequences for the future viability of their company or area of responsibility. These may involve questions of appropriate strategy, the design of transformation processes, the clarification of challenging leadership situations or the management of complex conflict situations. In a protected and trusting environment, different scenarios are developed and played out, suitable implementation steps are tested and personal clarification processes are initiated.

External or internal crisis situations require managers to act with resilience, composure, mental strength and role clarity, but also with empathy, empathy and a high level of relationship skills. Coaching in this context means working out which interventions are promising for coping with crisis situations and accompanying their implementation in practice in a targeted manner.

Today, transformation and change processes are rarely linear. They are characterized by uncertainty, phases of optimism and euphoria, but also phases of disillusionment. We accompany the entire process and support organizations, teams as well as individual managers, decision-makers and executives, especially in „critical phases“, in demonstrating agility and adaptability, tolerance for failure and willingness to learn, perseverance and courage for a new beginning.

The change into a new (leadership) role or function requires a new role understanding and mindset, the „unlearning“ of previously proven habits and routines and, conversely, the expansion of one’s own behavioral repertoire. In the new environment or team, it is important to quickly become familiar with the new role and task, to get to know colleagues and employees, to gain acceptance and security, and to quickly build stable and trusting working relationships.

The transition from the role of colleague to the leadership role requires a clear understanding of one’s own role as a leader, reflection on one’s own values, a positive image of humanity, clarification of mutual expectations, and a good and motivating start with the new team. Coaching here means structuring and accompanying this personal transformation process together with the coachee.

In conflict dynamics, the people involved are often no longer able to resolve or at least regulate the conflict on their own. This leads to hardening, breaking off of cooperation, blaming and mutual devaluation. Conflict coaching means to bring the persons involved back into conversation with each other from a neutral and non-partisan position, to focus on (common) interests, to overcome grievances, to rebuild trust, to work out constructive starting points, to reach stable agreements and to support all parties involved in implementing them in a binding way in order to re-enter cooperation.

Performance Coaching refers directly to the management of concrete business-related requirements, the activation and mobilization of existing strengths and potentials as well as the support in shaping the path towards the achievement of goals. The target groups are individual key persons and top performers, executives as well as project teams or sales units that have to achieve demanding goals.