Executive Coaching
The decision is yours to make.
Individual work on a current leadership issue: a postponed decision, a difficult conversation or a conflict holding your team back.
We’ll discuss your situation and whether working together is a good fit.
Bring the issue you keep putting off.
Executive coaching for entrepreneurs, managing directors and decision-makers starts with the issue you can no longer postpone: a decision, a difficult conversation or conflict. We clarify what is at stake and what your responsibility requires.
You bring the situation. I listen, examine your assumptions and name where you avoid the issue. We separate facts from interpretations and distinguish your room for action from the limits you need to accept.
You get clear feedback. The decision and the responsibility to act remain yours.
The issues we work on.
We start with your specific question. What is happening, who is involved, what decision is missing and what does further delay cost?
We examine the options and their consequences. You record the decision you need to make, the conversation you will have and how you will recognise its effect. We then review your actions. We agree the format and scope in the initial conversation; your leadership situation shapes the work.
Your situation shapes the work, rather than a fixed set of modules.
A postponed decision
You know the options but keep going in circles. We clarify the criteria, consequences and your part in the delay.
A difficult conversation
You need to make expectations or boundaries clear. We examine your objective, your stance and the message the other person needs to understand.
Conflict within the team
Cooperation is suffering. We separate observations from assumptions and examine the conversation you need to lead.
Your own contribution
You ask for something your own behaviour does not support. That is where I ask questions.
A new role
Your responsibilities have changed. We clarify what you need to decide yourself and what you need to delegate.
Competing demands
Everything feels urgent. We examine priorities, the pressure you can influence and the decision that is currently missing.
Listen carefully. Give clear feedback.
- I listen before forming a judgement.
- I ask questions when your explanation and behaviour do not match.
- I address the difficult issue openly.
- We examine what your decision changes in everyday work.
I ask questions even when your explanation sounds convincing but your behaviour tells a different story. We examine which feedback is useful for your situation.
You do not have to agree with me.
- I point out where you are avoiding the issue. What you do with that is your responsibility.
- You can disagree. We will examine your reasons carefully.
- You take responsibility for your decision and for acting on it.
Disagreement is part of the work. What matters is an honest examination of the situation and your willingness to take responsibility for the next step.
Which decision is overdue?
Briefly describe the issue. In the initial conversation, we clarify your question and whether I am the right person to work with you.
Clear about the issue. Accountable for your actions.