(EXECUTIVE) COACHING

In addition to content competence, flexibility and creativity key positions in today’s rapidly changing market ask for high social competence. Coaching facilitates personal growth, accelerates performance and develops emotional intelligence.

In whatever position you find yourself, you rarely do it alone. The realisation of your objectives puts increasing demands on yourself and the way you are dealing and collaborating with others.

Our actions, be it in the personal or business realm, are informed by three key components: the meaning we give to a given situation, our motives and our (personal) goals. During the coaching process, we unravel these aspects and their relationships, to create new awareness that offers alternative views, refreshing choices and a wider repertoire for action.

A mind is like a parachute, it does’t work unless it’s open.
– Frank Zappa, musician

 I have no special talents. I am only passionately curious.
– Albert Einstein, 1879-1955, German-American physicist 

In our approach the coachees question is leading. Questions may be in the area of developing once own leadership style; establishing a clearer career perspective; increasing persuasiveness; improving the relationship with the boss, the team, colleague or partner; preparing for a job interview, assessment or key test; overcoming a hindering pattern; learning to cope with a certain fear; handling adversity; ….

Our coaching approach asks for an active and open attitude to new perspectives. Written reflection reports are part of this approach.

 The overwhelming majority of people fail to achieve a life even close to what they are capable of. Discovering why there is an innate pull or tendency towards mediocrity is essential in overcoming it, and cultivating a life conducive to one’s individuality and personal growth.
– Abraham Maslow; he called this the Jonah complex. 

The coach works from distanced involvement. On the one hand, the coach respects the coachees experience and takes it as starting point. Critical questions, on the other hand, facilitate alternative perspectives.

According to De Haan (2010 and 2013) the coaching relationship is highly predictive for effective coaching; a personal ‘click’ is very important. After a first meeting we may come to a mutual agreement on the number of sessions (1½ hours). Based on the intake we formulate a first learning question. During each session we work on the currently most actual question.

Regarding privacy, the coach is bound to strict confidentiality. Nothing is shared with third parties unless requested by the coachee.

Feedback

 I was very impressed by the way you worked with me. Calm and patient with the right questions at the right time.

Preparing a hearing:

 The enactment of the situation including unexpected questions was a tough way to practice. At the same time it was helpful as I was prepared for the worst and therefore more confident and less nervous going into the hearing.

Career Perspective:

 The conversation developed in different directions. It all felt very natural and Henning intervened and asked questions occasionally retrieving previously discussed points. […….] Valuable was the feedback from somebody outside my field. Very helpful to reflect on my situation. It was not just value free, it was objectively. Also valuable was the direct feedback on the 1-to-1 conversation allowing us to go deeper into what was discussed.

 The conversations made me aware of my contribution to certain situations and what I could do to change things – like taking certain initiatives to achieve my goals … .. [The coach] asked appropriate questions which brought me closer to myself and to my problem but also made me see more clearly what was my own contribution to the problem, which allowed me to create my solution.

 He quietly listened to me …… I thought it was a very fine coaching where I really had the feeling that someone was listening to me and I could trust.

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