Typical Programs

This might be the right program for you…

Here is a selection of typical programs and field reports from our clients:

Coaching program for executives

An executive is appointed to the executive board and has 6 months time to prepare for the new role. This coaching is offered bi-weekly and includes the following elements and content:

1.

Fundamentals of cooperation

  • Personal and professional background (questionnaire)
  • Determine requirements, define program and milestones

2 x 90 minutes

2.

Performance I: Understanding the basics

  • Executive role definition: Pressure due to expectations
  • Colleagues, subordinates, peers, and superiors
  • Create a balance of responsibility and performance

1 x 90 minutes

3.

Executive Communication

  • Analyze communication patterns and channels
  • Establish and expand scopes of action
  • Develop new patterns and modes of communication

2 x 90 minutes

4.

Relationship Management

  • Health Check: existing professional and personal relationships
  • System-wide performance and relationship network
  • Establish new relationships and cultivate existing ones

2 x 90 minutes

5.

The 100-Day Check

  • Discussion and critical review of the “first 100 days”
  • Compare intentions with actual developments

1 x 90 minutes

6.

Performance II: Decision-making

  • Prepare decisions
  • Identify and solve decision-making conflicts
  • Make and maintain decisions

1 x 90 minutes

7.

Performance III: Taking Action

  • Career planning in harmony with dreams and reality
  • Achieving self-empowerment and maintaining freedom of choice
  • Mastering power struggles and critical situations

1 x 90 minutes

8.

Everyday Situations and Crises

  • On request by the coachee, the program will be interrupted to discuss relevant crises and problems in everyday situations

2 x 90 minutes

Case Examples

1. Partner of an international law firm who is having a creative slump

A renowned corporate lawyer and partner of a major German law firm is experiencing a severe downturn in business. In the quarterly sales and profitability report, he now ranks last.

The Department Head and the representatives of the German management signalize a loss of confidence, which could lead to problems for his positioning as a partner in a period of time that is not yet specified. While our client is still quite confident about his professional skills, he is becoming increasingly uncertain about his future and the future of the lawyers in his team. An extremely dedicated young lawyer with highly professional skills is worried that his chances to be appointed junior partner will soon fade away if he stays in our client’s team and begins seeking new professional opportunities. At the same time, our client is faced with a difficult private situation, as his son has been diagnosed with a severe illness that will probably require long-term treatment.

Relationship Management

In coaching, he soon notices that he has cut himself off from his environment and attempted to solve his problems by, as he admits, trying to ignore them. He didn’t feel secure as a partner, but he also wasn’t sure if he wanted to leave where he was.

In cooperation with a Change Group coach, he reflects on his relationship with his fellow partners and gains a greater understanding for the response from his department head and management. Parallel to this, he recognizes the importance of the young lawyers in his team. He decides to implement a more open communication with his environment and declares that he is ready to make some concessions in order to promote his business and to sustainably improve his turnover. An analysis of his expectations and personal wishes allows him to realize that his most important ambition is to sustainably regain his motivation within the partnership.

Decision-making and Taking Action

After six months of support by one of our coaches, he cooperates intensively with the other locations and collaborates with a partner from a different city to build up a new business segment. His motivation and satisfaction are also a plus for his personal life, where he is able to offer his wife and son support during the therapy phase.

2. Human Resources Manager (f) hits the “glass ceiling”

Our client is a female Human Resources Manager in one of four business units in a male-dominated IT company. She repeatedly experiences that although her work receives financial support, her projects and ideas are subliminally devalued at management meetings and that their content does not really receive support from top management.

While she has been able to live with this situation for a period of years “due to the support by her colleagues”, she has now reached her limit, which results in her negative response and loss of motivation. She wants to find out if there are suitable strategies that she can apply when dealing with management and how she can regain her motivation.

Performance and Relationship Networks

In coaching, she soon notices that the essential question here is whether the arrangement still corresponds to her ambitions and abilities and that it is mandatory for her to develop new competencies and a fresh approach to sustainably regain her motivation.

In cooperation with a Change Group coach, she gains greater understanding for the behavior of her male colleagues. This insight gives her strength and greater equilibrium.

After six months of support by one of our coaches, she successfully negotiates a new professional orientation with her superior. This results in her appointment to Head of Human Resources, with extended competencies, at a newly founded subsidiary.

3. Partner of a corporate consultancy suffering from burn-out syndrome

Our client is in his late forties and Senior Partner at a mid-size German consulting company, which specializes in strategic consultancy and support for complex projects. After several years on the market, he and his partner have built up a loyal customer base, which has also managed to survive the recession in recent years.

For some time now, our client has been struggling with self-doubt and episodes of discontent. Although he has always been amiable and diplomatic, more recently there have been situations where he no longer has his temper under control. His no longer enjoys his work and even clients notice it. When he loses one of his key clients to a competitor, he silently blames himself. He often wonders where his enthusiasm has gone. On the domestic front, he is frequently exhausted and irritable – which has resulted in estrangement from his wife – and he now often feels left alone with difficult decisions. Encouraged by the positive experience of an acquaintance, he decides to cooperate with a coach to overcome his problems.

Health Check

Together with his coach, our client makes a precise analysis of the various areas in his life. A work plan with milestones helps him to change his perspective and regain his capacity to act. He uses role playing to review and change his old patterns of communication. After several months of coaching, he sees positive results regarding contact to clients and colleagues. His personal life improves now that he is more relaxed and centered.

Conclusion

After a period of six months, the client once more feels strong and secure enough to dispense with the regular support by his coach. He arranges a quarter-yearly check-in with his coach, to ensure that he stays on track. As a result, several of his business partners decide in favor of coaching by senior coaches from Change Group, which significantly improves the efficiency of the partners and positively influences the order situation of the company.

4. Investment banker at a loss as Board Member of a media enterprise

Following a brilliant career, an investment banker of a major German bank in his early forties is appointed to the Board of Directors of a media enterprise. He is a recognized expert in his industry and “truly bankable” in every sense of the word.

Executive Communication

In his new function he encounters experienced media specialists, journalists, technology experts and works councils, with whom he has never had any experience in his previous professional career. From the very start, his personal demeanor creates an invisible barrier that prevents a good work relationship. His mode of communication, which was quite acceptable in the banking and financial sector, is received in the media industry as arrogant, technocratic and unauthentic. His lack of experience in the media segment and his previously virtually non-existent contact to key players in the media business – along with his young age – further weaken his acceptance among the board members.

Relationship Management

Due to the fact that the majority shareholder of the media enterprise has recommended him, the Chairman of the Board is courteous but distanced towards him. The other colleagues also don’t make any effort to integrate him in the Board and the atmosphere is icy.

At the Chemistry Meeting, the new Board Member works with his coach and already determines the three essential work and development areas, where the Board Member must make some quick improvements. Together, they analyze the three areas and prioritize personal demeanor, communication and work relationships, activities, and contact partners and colleagues who the Board Member wants to approach to make a fresh start.

The new Board Member and the coach develop a work program which encompasses making personal appointments with his colleagues on the Board and contact partners – something that is not typical for his professional persona. He dares to give them a bigger glimpse of his personality, openly requests assistance and information, and makes them aware that he wants his colleagues to help him familiarize himself with the media industry and learn to “speak their language” as quickly as possible.

As a result of his high professional competence and his outstanding network in the banking and financial segment, he succeeds in making valuable new contacts for the media enterprise and is able to present relevant information to the Board and the Managing Director of the company, which allow them to quickly forget his lack of media experience.

Conclusion

After only a few months, his role on the Board and the predominant behavior towards the new colleague have changed completely. He is no longer kept at a distance, but rather valued as a new colleague specifically due to the fact that he is different. In cooperation with his coach, he actively continues to work on not falling back into the ingrained behavioral patterns of the “arrogant investment banker”, to effectively structure his work in the Board, and to win over new and interesting work and dialogue partners in the media industry.