Relational coaching is increasingly seen as a significant way of contributing to an organization’s change and management development agenda. Even more so in  New Work . In particular, it is one of the key approaches through which leadership within  complex organizations and networks  can be developed. The relational approach is mainly  ’person-centered’ , which is jargon for keeping your own perspectives and evaluations central and striving for new insight by exploring what is going on in the  coaching relationship , both in the ’material’ you offer and in the conversations as they unfold. 

The aim is to enable you to  assume more responsibility  for your own behavior, even if that behavior consists of symptoms, moaning, ambiguities or resistance. It also aims to introduce and test alternatives to your current patterns of behavior. Various techniques are designed to mobilize as much of your  resilience  as possible. They aim to strengthen and  empower you . Ultimately, you receive your coaching bio-note for more background and ideas for how to  enhance your personality  and  increase your effectiveness  as a leader. You also receive the Ashridge code of conduct.

Complementarily, I offer group coaching and team coaching modules. These modules are designed to maximize the impact of executive coaching for leaders, middle management and cross-departmental teams on a broader scale. I use a psycho-dynamic approach focusing on the ’players on the stage’ in what seems to be a mature model in addressing tasks and goals in a cyclical, recursive, reflective and reflexive process. The approach grew out of the requirement in my coaching work in groups and teams that „You can take a horse to water but you can’t make it drink .“

The psycho-dynamic approach reflects a relational stance: “ It’s always both. It is always all “. Creating and working in effective systems takes assuming responsibility for what we create and co-create . Therefore, I work with how differences between client, coach and organizational contexts impact clients’ learning? AND: What can clients contribute to the coach’s own learning in the coaching relationship?

In being genuinely curious about how we can become grounded in this inter-connectedness I am confident to enable clients cognitively and emotionally to develop effective and fully-engaged realities in their organization.’