Coaching is a holistic, goal-oriented development and feedback process resting on pillars of solid methodology and focusing on the professional environment, incorporating at the same time your own personality.
The coachee finds new perspectives and ideas for specific solutions to concrete situations and challenges.
Pragmatic, precise fit, meaningful and sustainable.
Times of transition and changes in management abound with opportunities as well as risks and personal challenges for both employees and managers at all levels.
They are expected to produce quick results on unknown territory with a team that must be reshaped into a newly functioning unit.
Transition coaching helps the coachee to concentrate on the key aspects necessary for the fresh start and to prepare a working environment which lays the groundwork for excellent results.
Fresh Start as Manager
- Promotion within the present department
- Promotion and move to a new department
- New management position in a new company
- Structural, professional and emotional integration (manager — environment — team)
- Analysis of risks and opportunities
- Repositioning (strengths — weaknesses — requirements)
- Strategic planning and goal-oriented leadership
- Staff leadership: What style is appropriate to me, the employees and the organisation as a whole?
- Communication and conversation techniques (employee interviews, team meetings, etc.)
- Conflict resolution at all three levels (with superiors, employees and colleagues)
- Success factors for leadership among the cultures (organisational culture, departmental culture, etc.)
Transition to Management/Top Management Position
- Move to the next-highest management position
- Move to a top management position
- Leading and managing: analysis of strengths and weaknesses for the new position
- Analysis of personal risk and environment
- Positioning; vision, objectives, strategic planning
- Helicopter view — overlooking and steering the full picture
- Involvement and integration of important partners (stakeholders) and team — nationally and internationally
- Dealing with your own power and the expansion of opportunities to exercise influence
- Personal and organisational tensions
- Leading in transition and restructuring
The complexity of the demands made on managers on foreign assignment is regularly underestimated or wrongly appraised by the environment, even by experienced expatriates and managers.
Studies prove: a high percentage of (top) managers on foreign assignment choose ineffective strategies incurring high costs for the organisation, either because of a lack of knowledge or because of false understanding of management!
That is not inevitable!
Provided that you have the courage and honesty to question yourself and to be prepared to change what has proven successful in the past.
- All general management and change topics (Transition Coaching / Process coaching)
- Analysis and further development of international (management) competence*
- Strategic trust management as a condition for effective cooperation “Global Success”: between headquarters’ instructions and local requirements
- „Glocal Success“: Zwischen Headquartervorgaben und lokalen Anforderungen
- International change management: successfully implementing innovations — exploiting the potential of local employees
- Personal strategies for an exceptional situation in professional and personal life / work-life balance
- Topics vary according to function and position.
- If indicated, we call in experts with supplementary know-how for the specific country from our network to act as consulting specialists.
*We utilise the online tool “The International Profiler” for the analysis.
- Return from a foreign assignment
The reintegration of every expat requires intensive personal and organisational work to effect the necessary changes after he or she has spent years of great responsibility and tremendous development abroad. Repats do not simply return; they start anew in every respect.
Repat coaching ensures that competent employees who are holders of key knowledge can be retained by the company after their return!
- Strategies for the re-entry in the previous organisation (repositioning)
- Repositioning in the changed “familiar circumstances” —professionally and personally
- Structured processing of the lessons learnt
- Knowledge transfer: drawing benefits for oneself and the organisation from the experience
- Coupled with other topics (cf. Transition Coaching) as necessary
Successful generation of a triad comprising orientation — positioning (transition coaching) — stabilisation is an important step in the direction of management success.
Excellent managers regard it as self-evident that they will question their own actions, learn from their mistakes and strike out on new paths.
Process coaching offers: blunt feedback, stabilisation and further development. Lessons learnt, evaluation, mastering crises, new approaches, other perspectives.
Coaching for Project Management
- Project launch — for a kick-off which creates the perfect launch pad
- Specific to the occasion — for mastering crises, optimisation or as a “check-up”
The demands made on project management are considerable and increase along with the complexity and scope of the project. Management on a project must take a different tack from management on the line if it is to be successful.
- Constant changes from the outside and simultaneous limitations must be handled in conjunction with time, costs, quality and resources.
- Management must be effective even without the authority to issue instructions and despite the simultaneous lack or dispersion of loyalties.
- Project management is a balancing act between linear process thinking, milestone planning and flexibility in responding to all types of changes — unlike the theory frequently taught in training programmes.
- Managing projects often means: virtual, global and with greater loyalty conflicts
- Project management must communicate at the highest level to be successful
- In many cases, it must satisfy contradictory demands coming from various internal and external stakeholders
Coaching offers an efficient platform for the analysis of the concrete project requirements and the further development of one’s own project management competence.
Coaching for Managers (Line)
There is no one-size-fits-all management style. The more heterogeneous an environment, the more decisive a differentiated treatment and approach in combination with strict goal orientation become.
In other words: management must and is permitted to be individual. Hearing this statement will cause many to feel a sense of relief and freedom to pursue revealed opportunities, but it also brings with it a challenge: to take the road less travelled and to strike out on your own.
- Continuation of the transition coaching for stabilisation in the new position
- Various (situation-specific)
- Role as leader — sincere, aware of responsibility, effective
- Strengthening and exploiting optimally reflection competence (= leadership competence)
- Pinpointing highlights: impact management and departmental culture
- Setting and realising targets and strategy
- Dealing meaningfully with complexity
- Management in change — implementation of changes
- International and virtual management
- Integration of new employees
- Work-life balance