In our coaching sessions on the job, we accompany managers and employees in their daily work.
We observe, ask and listen.
And thus find the lever that moves the most in the shortest time.
In our coaching sessions we combine different methods in a unique way.
Our coaches accompany the coachees in their daily work, observe, ask questions, listen and give feedback. The goal is to improve the coachees’ job-related skills directly at the workplace (on the job) in the shortest possible time.
To achieve this, our coaches figure out which behavioral changes will allow coachees to have the greatest impact.
These levers are like “blind spots” that the coached themselves cannot see. Our coaches track them down, for example, by asking about the coachees’ strengths and weaknesses, and then picking up where the coachees’ self-perceptions and our coaches’ observations do not match.
Our coaches show coachees what behaviors they need to change to achieve better results. Based on thousands of coaching sessions for corporate clients, they give advice, share experiences, and model how to change behavior.
Coaching for us is always about helping people to help themselves. Therefore commitment coaching is a central component of our approach. This method is characterized by the coachees making a self-commitment about what they will work on after the coaching.
Leadership: Analyzing and correctly assembling teams
The manager has many new employees and realizes that his leadership style is no longer working. He does not reach his people, cannot motivate them, the mood is dropping, goals are no longer achieved. In coaching, we work on the manager’s ability to analyze: How can a manager better assess his people, how can he structure his team according to strengths? From the analysis, we derive specific measures that help employees make progress.
Sales: Attitude as the basis for positive development
Employees have different attitudes toward sales, ranging from complete rejection to enthusiasm. We neutralize these attitudes and create a space to practice new things, improve and achieve sales goals. We visualize the positive development for motivation.
Communication: Establish time-saving and goal-oriented structures
The managers think that there are far too many meetings, the team has no time to work and no common work basis (different number reports, etc.). In coaching we develop time-saving and at the same time goal-oriented communication structures. We put them into practice with the help of feedback loops.
Leadership Toolbox: Training managers with different qualifications
The company has not invested in its executives for a long time. The managers have very different qualifications and management experience. But all managers should develop and the level should be equalized. We have developed a modular toolbox with elements for the different development stages of management. The framework is a joint kickoff at the beginning and a joint team development at the end of the training.
Sales through service: Satisfied customers buy more
The company’s market share is shrinking, and it wants to further qualify its employees with up-to-date sales training. Our training is successful because it fits the product and the market: In the predatory market, for example, it’s all about communicating customer benefits; in the open market, it’s more about needs analysis. The basis for high sales figures is customer confidence, which we increase by improving the service skills of our employees.
Communication: standardization of written communication to improve customer contact
A competence center with employees from different cultures and with different native languages wants to standardize its written customer communication and improve the quality of customer contact. Different channels such as email, chat and written correspondence should be handled in a contemporary manner and harmonize with verbal communication on the phone. In a workshop, we create text passages that the team can refer to. Despite the standardization of written communication, there is enough room for individuality.
Leading from a distance: Achieving goals despite working in home office
Home office is the new work reality in which managers aim to achieve their team goals. How can a hybrid operation be established? When is it important to be present? When are virtual meetings useful? How can employees be held and teams kept together despite spatial and temporal distance? How do offsites work? We support the company in transfering existing leadership capabilities into the digital world and creating sustainable hybrid structures.
KPI-based organizational development: How can goals be reliably achieved?
The company is not reliably achieving its goals and the goals appear to be contradictory to each other. For example, while the company is increasing sales, productivity numbers appear to be declining. The company wants to drive specific KPIs and empower its managers and employees to reliably achieve their goals. We achieve this by engaging intensively with all hierarchical levels and significantly expanding their competence to work in a visionary and interconnected manner.
Communication development: How do the new brand values reach customers?
The marketing department wants to make the new profile and values of the brand tangible for customers. We train and coach the executives of the communications company and provide specific recommendations or telephone and chat customer service. From top to bottom, all actors align their communication with the brand values.
