Our coaching expertise in national and international settings
communication style, image & presence, presenting, perceiving, managing cross-culturally
comfort zones, lifestyle and attitude, expatriate preparation & reintegration
leading & following, start & change situations, leadership style, leadership culture
sharpening of profile, career strategies, concept of self, core qualities
power constellation, networking, change of roles
Coaching is a process which transports people from where they are to where they want to be. A business coach provides positive support and feedback on an individual or group basis to improve personal/group effectiveness in a given business setting. Coaching as support for managers is temporary. It is aimed at achieving a clearly defined change in perspective and behavior.
Change is a word that is easily pronounced, written, demanded and wished for. In order for change to be more than an ephemeral phenomenon, work has to be done on the foundations on which individual behavioral and thinking patterns are built. As long as these waters are murky, as long as the understanding of one’s own setup is blurred, no effort to change will be a lasting success.
Often coaching objectives are defined as: enhance this or fine-tune that, improve here and adjust there… It sounds as if a coachee just has to check in at a repair shop to have his or her engine serviced. The work done, she or he drives off into a brighter and more effective future, pleasing all the surrounding onlookers. Nice if this approach works, which sometimes it just might!
When working in intercultural settings, the coaching approach of helping people to help themselves might come under pressure. Helping people to help themselves argues that as a choachee, I already have all the answers to my questions within myself. It is just as a result of being coached well – through using the systemic questions techniques and constructive interventions, for example – that I shall discover the path lying ahead of me.’ Especially in business settings, where distinct corporate cultures on top of regional cultural differences introduce a second layer of complexity to the constellation, the classical coaching strategy might not be effective. For example: a person coming from a culture and business environment where one’s word, once spoken or written, is binding might struggle with an environment where an initial agreement might just be the beginning of a process of flexible cooperation with frequent changes to the agreement. Here the coach would have the role of introducing a different concept, a different way of going about things that are culturally determined and highly regarded in this particular culture. Only after background information has been sketched and the setting been explained can the situation be addressed through solution-driven reflection. In this mode, the coach becomes more of a discussion partner who can provide intelligence and enable understanding of novel parameters.