My coaching approach is to support executives and their teams to fully understand the demands put on them, strengthen their strengths, uncover their hidden potential, and to work on their needs for change.
Please click on the links below for detailed explanations of the individual types of coaching including practical examples:
My portfolio also includes international qualification measures for executives. I cooperate with a network of partners to tailor the programs individually to the needs of your company. The executives are actively involved with respect to goal-setting, contents and implementation – because it is essential to tie together the development and the business strategy in a way that ensures that the executives learn what the success factors for themselves and for the company are.
Our methodical basis for these trainings is not to "entertain" the participants with lectures and contents, but to promote reflection, practice, active learning, implementation and trial and error. We work with creative learning approaches, reflection in small groups, peer coaching, transfer coaching, theoretic short input ("food for thoughts") and accompanying project work. We place high importance on securing the results by means of a high level of theory-to-practice transfer.
Another area of expertise I specialize in is potential evaluations and assessments of applicants for top executive positions. These include internal candidates who have been designated for the succession into a top position or talents who are to be further promoted within the company as well as external candidates. I carry out potential analyses using reputable personality inventories, instruments for the assessment of cognitive, analytical skills, and conduct elaborate biographic interviews.
If desired, I also obtain references about the candidates. I interpret the results on the basis of the respective position description and the requested competencies and/or support my clients in defining the competencies and criteria.
A European subsidiary of a globally operating Japanese company asked for an assessment / management audit for three candidates – two of them external applicants – for the position of Head of Human Resources. Special competencies required were intercultural sensitivity, a high willingness to cooperate versus dominance, and analytic-strategic thinking. I complemented an elaborate interview with the Hogan Assessments method, including the Cognitive Ability Test and discussed the results of the assessments and the reports with the CEO and the Global HR Director.
They followed my recommendation and successfully hired the candidate who matched the profile best. At the end of the process, I provided all candidates with detailed personal feedback.
In 1997, Dave Ulrich published his book "Human Resource Champions". Since then, HR organizations have been called upon to act as business partner and to be considered as such within the business. Although HR managers strive to achieve this goal, today, 15 years later, there are still countless conferences on this topic each year. We still hear complaints that HR is not regarded as strategic partner or does not position itself "properly". Whatever the reasons are – I support you with pragmatic concepts to align the HR function and its activities in a way that they back up and support the business strategy and the financial success of the organization.