* Individual coaching of C-suite, middle managers and key professionals
* Team development
* Learning in groups, for employees across functions
Team or Group
Clarity on mission and team spirit among key accounts in software consultancy company
The manager of a high-performing team wants help with tapping further into their shared potential. A series of half days, co-created with individual members of the team over a
period of 6 months.
By taking responsibility for choosing their
topics, and dedicating time to shared work on e g joy, values and needs, we identify new capacities and a greater sense of shared mission.
Leadership and business acumen among middle managers in global manufacturing organization
For a group of 18 Managers from various functions in a global organization, I design a program with world class faculty on various topics aiming to equip participants to text the next career leap. I manage a program with a total of 11 days over 6 months, and facilitate learning and group integration. By the end of the process, participants present learnings back into the organization.
Three hours' boost of
courage for internal auditors
A special and vulnerable profession, internal auditors from various organizational settings get together to share and spar on a regular basis . They ask for a custom made workshop, and we agree on focusing on courage and linking it to their professional, ethical standards. Taht enables deep, nourishing and meaningful conversations and self-reflections during an afternoon.
Half day on transformational leadership for international engineering company
Theoretical underpinnings of the concept of transformational leadership as the outset for practising self-leadership and reflection during an afternoon for a group, who works in different business units and only are about to being their networking. Laughter, sharing, sharing and meaningfull, practical take-aways to be applied back home in their professional setting = immediate results.
Developing a technical manager’s authenticity
A is a high-achieving manager of consultants, whom she mostly interacts with online. She longs for more authenticity and personal presence, and wants to position herself for greater roles within the company. In her 6 sessions’ process, A moves from detail-orientation, towards a greater systemic perspective and trust of her own strategic talent. She strengthens her capacity to prioritize, assume precise responsibility and voice her ambitions. By the end, A is actively seeking more senior positions.
Refining a VP’s strategic effectiveness
B is a highly appreciated leader of his part of the business, exercising transformational leadership with his team and clearly representing the company’s future. However, he experiences structural blockage and bad leadership at the very top. In his 6 sessions’ process, B identifies his strategies to change this ‘stuckness’, exercises how to resource himself and consequently makes the move to an expatriate position as head of operations abroad.
Helping a senior civil servant transition
C has a straight career within the judicial system, on the one hand leading 45 direct reports, on the other hand being operatively involved with issues exposed to public scrutiny. She wants to change her career, and needs to re-brand her skills, expand her networks and define her way into a different professional identity. In her 10 sessions’ process, C gain insights, plans strategically to create a new direction in her professional life.
Strengthening a GM's
D manages the Nordics for an American company, responsible for some 50+ employees. Already driven and excellent at his daily job, he spends a 6 sessions' process addressing his fears related to handling conflict and cultural controversies (in light of an on-going merger), maps his vulnerability and courage. He also practices to call upon his full self in his executive role. With access to more of his potential, D successfully leads implementation of the merger.