COACHING<\/h1><\/div>Coaching for managers and mediators<\/h2><\/div><\/div><\/div><\/div><\/div>![](\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27591%27%20height%3D%271016%27%20viewBox%3D%270%200%20591%201016%27%3E%3Crect%20width%3D%27591%27%20height%3D%271016%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\")
<\/div><\/div>OUTPUT POINTS<\/h2><\/div><\/div><\/div>You are new<\/h3>\n
In a new organisation, in a new team; attempts, attempts, ideas to master the challenge of making the collaboration work and sound good. But Working in the system<\/em> takes time and always leads to pressure and uncertainty at the beginning. => Coaching acts as a conflict prophylaxis here.<\/p>\nThey are already there<\/h3>\n
You know what is available. You know what is tried and tested, but you should and want to provide for the new; you want to innovate and should explore; in short, you should lead – even the unwilling, the undecided to new shores. But Working on the system<\/em> does not work without conflict. But are you determined to leave the beaten track so as not to fall by the wayside? That's a good thing! => (Conflict) coaching is the first step in conflict management.<\/p>\nYou are already somewhere else<\/h3>\n
At least mentally, they want to go to new shores, all alone or at least away, away for now, but not quite sure where to yet. However, working as part of a system brings with it obligations, loyalties, commitments – and as long as the old is not well honoured, the new is not in a good position. => Coaching enables a suitable transition that can be pursued with vigour.<\/p>\n<\/div><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div>AND THEN FOLLOWS<\/h2><\/div><\/div><\/div>What needs to be done?<\/h3>\n\n- Develop an understanding of the context of your own work (review your own assumptions),<\/li>\n
- Reflecting on your own areas of influence and problematic contributions to the current situation and<\/li>\n
- Two-Speed-Action: Develop a balance between stabilising and innovating approaches.<\/li>\n<\/ul>\n
What to look out for?<\/h3>\n\n- Embed the coaching process in the organisational environment;<\/li>\n
- Determine coaching objectives based on the organisational strategy and culture;<\/li>\n
- Align coaching content with the individual personality.<\/li>\n<\/ul>\n
Which hot potatoes may need to be tackled?<\/h3>\n\n- (First-time) management responsibility<\/li>\n
- Management change topics<\/li>\n
- Potential for conflict in the team<\/li>\n
- Challenges of the „sandwich „position in the management system<\/li>\n
- One-sidedness, work-life balance<\/li>\n
- Farewells and transitions<\/li>\n<\/ul>\n<\/div><\/div><\/div>
![](\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27593%27%20height%3D%271080%27%20viewBox%3D%270%200%20593%201080%27%3E%3Crect%20width%3D%27593%27%20height%3D%271080%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\")
<\/div><\/div><\/div><\/div>COACHING FROM OUR PRACTICE<\/h2><\/div><\/div><\/div>
Coaching for managers and mediators<\/h2><\/div><\/div><\/div><\/div><\/div><\/div><\/div>OUTPUT POINTS<\/h2><\/div><\/div><\/div>You are new<\/h3>\n
In a new organisation, in a new team; attempts, attempts, ideas to master the challenge of making the collaboration work and sound good. But Working in the system<\/em> takes time and always leads to pressure and uncertainty at the beginning. => Coaching acts as a conflict prophylaxis here.<\/p>\nThey are already there<\/h3>\n
You know what is available. You know what is tried and tested, but you should and want to provide for the new; you want to innovate and should explore; in short, you should lead – even the unwilling, the undecided to new shores. But Working on the system<\/em> does not work without conflict. But are you determined to leave the beaten track so as not to fall by the wayside? That's a good thing! => (Conflict) coaching is the first step in conflict management.<\/p>\nYou are already somewhere else<\/h3>\n
At least mentally, they want to go to new shores, all alone or at least away, away for now, but not quite sure where to yet. However, working as part of a system brings with it obligations, loyalties, commitments – and as long as the old is not well honoured, the new is not in a good position. => Coaching enables a suitable transition that can be pursued with vigour.<\/p>\n<\/div><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div>AND THEN FOLLOWS<\/h2><\/div><\/div><\/div>What needs to be done?<\/h3>\n\n- Develop an understanding of the context of your own work (review your own assumptions),<\/li>\n
- Reflecting on your own areas of influence and problematic contributions to the current situation and<\/li>\n
- Two-Speed-Action: Develop a balance between stabilising and innovating approaches.<\/li>\n<\/ul>\n
What to look out for?<\/h3>\n\n- Embed the coaching process in the organisational environment;<\/li>\n
- Determine coaching objectives based on the organisational strategy and culture;<\/li>\n
- Align coaching content with the individual personality.<\/li>\n<\/ul>\n
Which hot potatoes may need to be tackled?<\/h3>\n\n- (First-time) management responsibility<\/li>\n
- Management change topics<\/li>\n
- Potential for conflict in the team<\/li>\n
- Challenges of the „sandwich „position in the management system<\/li>\n
- One-sidedness, work-life balance<\/li>\n
- Farewells and transitions<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div>
COACHING FROM OUR PRACTICE<\/h2><\/div><\/div><\/div>
OUTPUT POINTS<\/h2><\/div><\/div><\/div>You are new<\/h3>\n
In a new organisation, in a new team; attempts, attempts, ideas to master the challenge of making the collaboration work and sound good. But Working in the system<\/em> takes time and always leads to pressure and uncertainty at the beginning. => Coaching acts as a conflict prophylaxis here.<\/p>\nThey are already there<\/h3>\n
You know what is available. You know what is tried and tested, but you should and want to provide for the new; you want to innovate and should explore; in short, you should lead – even the unwilling, the undecided to new shores. But Working on the system<\/em> does not work without conflict. But are you determined to leave the beaten track so as not to fall by the wayside? That's a good thing! => (Conflict) coaching is the first step in conflict management.<\/p>\nYou are already somewhere else<\/h3>\n
At least mentally, they want to go to new shores, all alone or at least away, away for now, but not quite sure where to yet. However, working as part of a system brings with it obligations, loyalties, commitments – and as long as the old is not well honoured, the new is not in a good position. => Coaching enables a suitable transition that can be pursued with vigour.<\/p>\n<\/div><\/div><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div>AND THEN FOLLOWS<\/h2><\/div><\/div><\/div>What needs to be done?<\/h3>\n\n- Develop an understanding of the context of your own work (review your own assumptions),<\/li>\n
- Reflecting on your own areas of influence and problematic contributions to the current situation and<\/li>\n
- Two-Speed-Action: Develop a balance between stabilising and innovating approaches.<\/li>\n<\/ul>\n
What to look out for?<\/h3>\n\n- Embed the coaching process in the organisational environment;<\/li>\n
- Determine coaching objectives based on the organisational strategy and culture;<\/li>\n
- Align coaching content with the individual personality.<\/li>\n<\/ul>\n
Which hot potatoes may need to be tackled?<\/h3>\n\n- (First-time) management responsibility<\/li>\n
- Management change topics<\/li>\n
- Potential for conflict in the team<\/li>\n
- Challenges of the „sandwich „position in the management system<\/li>\n
- One-sidedness, work-life balance<\/li>\n
- Farewells and transitions<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div>
COACHING FROM OUR PRACTICE<\/h2><\/div><\/div><\/div>
You are new<\/h3>\n
In a new organisation, in a new team; attempts, attempts, ideas to master the challenge of making the collaboration work and sound good. But Working in the system<\/em> takes time and always leads to pressure and uncertainty at the beginning. => Coaching acts as a conflict prophylaxis here.<\/p>\n You know what is available. You know what is tried and tested, but you should and want to provide for the new; you want to innovate and should explore; in short, you should lead – even the unwilling, the undecided to new shores. But Working on the system<\/em> does not work without conflict. But are you determined to leave the beaten track so as not to fall by the wayside? That's a good thing! => (Conflict) coaching is the first step in conflict management.<\/p>\n At least mentally, they want to go to new shores, all alone or at least away, away for now, but not quite sure where to yet. However, working as part of a system brings with it obligations, loyalties, commitments – and as long as the old is not well honoured, the new is not in a good position. => Coaching enables a suitable transition that can be pursued with vigour.<\/p>\n<\/div><\/div><\/div><\/div><\/div>They are already there<\/h3>\n
You are already somewhere else<\/h3>\n
AND THEN FOLLOWS<\/h2><\/div>
What needs to be done?<\/h3>\n
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What to look out for?<\/h3>\n
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Which hot potatoes may need to be tackled?<\/h3>\n
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COACHING FROM OUR PRACTICE<\/h2><\/div><\/div><\/div>