Practical examples – BUSINESS COACHING BERLIN
»It is not enough to know something, you have to apply it. It is not enough to want something, you have to go after it.« — Goethe
What does the practice of my Business Coaching actually look like?
A selective choice of my tried-and-tested actual coaching and training should give
you an insight into my approach.
BUSINESS COACHING BERLIN IN Practice
Issues can be very varied, as well as the practical procedure. Click here, if you require more information about the practice:
Stress at Work
An employee of an insurance company feels responsible for all tasks and wants to do everything 150%. Due to a colleague on sick leave, she acquires more work. She does not know, how to talk to her superior and prefers to disregard break times or work overtime. At the same time, she realizes that she cannot fully concentrate and in fact makes mistakes.
In the coaching sessions, her goal is to work 100% and to talk to her superior. We prepare this talk, so that she feels more secure. Further topics during the coaching are: How can I acknowledge my own personal limits and learn to say „No“? What is important about work
for me? How can I stay healthy and productive?
Promotion into a Leadership Position
An employee of a medium-sized company is asked if she could take on the leadership of a department. She hesitates, because she does not know what changes may occur in theteamwork with her colleagues.
We discuss in the coaching, what the new post will entail, what kind of leadership skills are required, which skills she already has and which may be lacking? What will change in the contact with her colleagues? Where does she see herself in company in the long term? What else does she need in order to make her decision? After having clarified all these questions and associated concerns, she took on the leadership position.
Project Leading
A team wants their superior to be capable of prioritising projects, in order to avoid taking on such an abundancy. The superior is not willing to do so and demands more flexibility and motivation from his team.
In a conflict moderation, each team members puts forward their arguments and the superior listens to them without heated debate:
The team finds out that for the superior it is important for the team to a a good reputation in the company. However at the same time, the superior understands by calculating the number of projects that he demands too much from the team.
In response to the question of whether it had been better in the past, we discovered that they had in fact had a project leader previously, who had overlooked all the projects. The superior then reinstates this function again.
Intercultural Team Conflicts
A team in an international university is made up of Portuguese, Spanish, Brazilian and German members. The German members have the language advantage, because the meetings are conducted in German. The Portuguese members do not feel accepted and appreciated. The German contingent only realizes during the break times, that they stay in
their group, speak Portuguese and in meetings react very emotionally towards small critical points.
Through face-to-face sessions of the expectations of both sides and through the presentation of different perspectives, they understand each other better, become closer and see the common ground.