A new view of yourself and others
with compassion and clarity.
Systemic coaching and training for international organizations and leaders
During times of transition, a change of perspective is instrumental in setting new impulses. This guiding principle has prevailed throughout my 15 years consulting, training, and coaching international companies, managers, and employees across a wide range of fields.
As a certified bilingual Coach and Trainer, I rely on systemic coaching methodology, comprehensive experience, and my own instincts to ascertain a group’s dynamics and to support people and organizations throughout their processes of change. As a native speaker of German and English, I am able to recognize, represent, and address intercultural preferences and challenges.
Effective coaching and training requires a considerable degree of mutual trust; so the first step in any of my projects is to engage in an initial, non-binding, personal meeting. Together, we use this meeting to define the parameters for both your own and your organization’s goals.
New view of yourself and others
New responsibilities, new professional challenges, career development; Changes and pressures to make decisions are among the everyday expectations employees and managers face. While professional expertise is certainly a must, managers are also increasingly expected to stay ahead of the curve in developing their own leadership, communication, and conflict management skills.
Where does the role of manager begin and where does it end? How do I deal effectively with difficult employees and staff members? As a manager, how close should I become with my staff – and how do I lead my leaders? Do my choices match my career vision? These are just a few of the typical questions that we can address openly – seeking solutions freely within the safety of our coaching space.
Along this path, I support and coach using the methods and techniques of systemic coaching. These include the use of feedback practices and profile analysis to identify key personality traits, special questioning methods, and many other interventions that will boost self-awareness and perception.
How is individual potential cultivated?
Gaining new perspectives is often just a matter of asking the right questions. The impulses triggered will open other possibilities and create a stronger foundation from which to generate and launch new practices. In this manner, for example, a shift in the way one addresses dominating staff members can improve the dynamic or even deescalate a recurring conflict.
In certain situations, I also work with shadow or project coaching, embedding myself ‘undercover’ in meetings. This allows me to observe the behaviour and dynamic of managers or a group in action, round out perceptions of self and the other, or – with project teams– even intervene from the background, should the situation call for it. We will work out your specific coaching needs together during our initial non-binding personal conversation.
The goal of our coaching process is to explore together and determine the best way to handle critical situations. To this end, I identify skills and potentials as well as provide objective feedback. Especially new managers will benefit from a structured approach to their first 100 days. This is something we can create within the coaching framework.
“Be the change you want to see in the world” Ghandi
Designing meaningful change
Teams regroup, departments are restructured, managerial roles are newly cast; organizations are exposed to constant internal and external changes to which they must react. Managers are charged with the task of facing these changes with great agility, communication skill, and focus.
Managers are not only responsible for making the right decisions, but are expected to do so transparently and implement them sustainably. The key to accomplishing this successfully is an ability to cope with obstacles, dynamics, and differing viewpoints constructively.
In moderating team processes as an external consultant, I generate an atmosphere of tolerance that allows for shifts in perspective – often in an intercultural context. I will guide you in developing a targeted vision; as well as determining steps toward effective communication, getting all the concerned parties to participate, and executing team development measures that impact your organization both positively and sustainably.
How to change viewpoints successfully?
Some of the questions managers ask themselves are: How can I more effectively communicate changes? How can I convey a company vision that inspires and persuades? What will motivate employees to join in on the path toward change? Is it possible to transfer one’s own motivation and point of view to one’s employees?
Through the structured practice of the systemic coaching process we will uncover, examine from different angles, and answer these questions together. This guided change of perspective helps to develop a well-founded understanding for ‘the other’ point of view.
To this end, I conduct interviews with key persons and develop solution models with you within interactive workshops. We will determine the precise approach to take during our initial, non-binding, personal meeting.
Results of our conversations and workshops are processed by JK Coaching; analysed during a feedback discussion, and recommendations made for action – either for personnel development measures or team development processes. The goal is an increased willingness to embrace the new and respectfully leave behind the old.
Relevant practical training for lasting learning outcomes
Training measures are always a means to an end. That means: To ensure their efficacy, the need for them must be clearly determined. Working together with the Human Resource Managers, we develop customized measures that take into account these unique needs as well as the most enduring criterion: is the measure practicable? Because even the best theories are only as effective as they are relevant to everyday practice.
According to the framework we define together, I will create learning spaces for interactions, experiments, and an open discourse – even in particularly heterogeneous group constellations. Within the context of peer coaching, the accounting department, for example, might learn something from the production team.
In running through real-life workday situations, participants can explore new methods, alternate ways of thinking and previously undiscovered viewpoints relating to the topics of communication, agile leadership, intercultural teamwork or presentation.
How are these skills permanently anchored?
I tailor these trainings specifically to each target group. That might even mean that I adjust the agenda as we go. By approaching the group openly and flexibly, I can harness their respective dynamic within the learning process.
I often also recommend modular training programs. In these cases, there is enough time between modules to reinforce the learning experience.
We will discuss the best-suited training formats and methods for each situation and group composition during our initial, non-binding, informal personal meeting.
Based on clearly defined expectations, I will choose goal-oriented training measures that deliver lasting learning outcomes – not just a brief burst of motivation.
Professional, international, empathetic
I have worked as a certified systemic coach, trainer, and consultant for international organizations since 2003. As a native speaker of German and English, I move freely throughout intercultural communications and international organizational environments; from the automotive and financial sectors, to retail and the pharmaceutical and IT industries.
In my work, it is just as important to possess a good instinct for group dynamics and personalities, as it is to have extensive experience and ‘a knack’ for choosing the best-suited method. That is why my approach is open, authentic, and warm – as well as flexible, agile, and discreet. This allows me to steer processes without disrupting them and helps me strike the precarious balance between adhering to necessary guidelines and yet, daring to see a new dynamic play itself out.
This is how a group becomes a capable team. Providing respectful, trusting, open work environments in which differences of opinion can find a home; and are not only tolerated, but can become a useful development tool for organizations and their personalities. This is where – even during intense work periods – greater ease and a humorous perspective can unfold. Precisely within that balance between freedom and subtle moderation lies that ‘sweet spot’ in which we can craft and implement effective measures that all stakeholders will support.