Possible topics in coaching

The following list contains areas and related questions that we have already encountered in coaching in recent years.

Your life is more colourful, so the list is neither exclusive nor conclusive.

Function from the perspective of the supervisor

As a leader I have the whole and the people involved in view and delegate to my employees

• Which tasks do I bundle into meaningful functions?
• Which conditions must be observed?
• What skills does my employee need to be able to work?
• How do I structure the system so that the desired effect can develop?

Lead employees

Guiding is the art of unlocking the treasure chest of the employee … says Anselm Grün. As a supervisor I do not “create” myself, but “manage” - organize and lead my entire area of responsibility. For this purpose I set up functions and assign employees. The success of my employee is also my own. I have confidence in him or her and want to encourage him or her.

• How do I give him challenging assignments that he can handle, learn and develop in the process?

Function from the employee’s perspective

I - staff - organize myself in my function.

• What are my tasks and possibilities within the given conditions?
• What effect do I want to achieve, how do I go about it? What resources do I need - in terms of material, tools, knowledge, framework?
• What responsibility and competence is required and do I want to have?
• How do I set up communication with my supervisor, suppliers and customers as well as other interface partners in order to work effectively and efficiently?

Self control, personal crises

Nobody is perfect The pressure to achieve perfection inhibits, mistakes are inevitable. - So much for reality.

• What can I do?
• By what behavior do I myself contribute when things don’t go as planned?
• Do I have old patterns of reaction that are holding me back today?

I reflect on my behaviour to see through personal patterns, to discover possibilities for changing behaviour and to try something new.

Learning / Development

That’s the way I’ve always done it… or is there another way?

How do I go about my duties? - Routine allows for smooth processing with the risk of falling behind the development of the environment. Creatively discovering new ways requires dedication, which can be rewarded with a positive attitude and staying with it in the end. The new can be opened up in small steps or be a stroke of genius; your responsibility is to weigh up the effort against the future advantage, to take into account the development of the environment, to initiate and promote creative processes with both calm and curiosity.

• How do I find my balance between routine and joy of discovery?

Corporate planning

The most constant is change.

• What challenges does my company face?
• What goals do I want to achieve, how do I organize a coordinated approach?
• How do I use the potential of my employees to achieve this?
• During the consulting phase, you will develop a structured participation process with me, the results of which will enable forward-looking planning and action.

Team leadership

lead the team

The potential of a team is high - if things go well. On the other hand, discrepancies and conflicts can hinder success. Through process- and result-oriented management I lead my team to cooperation and results.

• Which influencing factors do I consider and how do I include them in my planning?

Cooperation

No one’s an island

Inadequate communication and cooperation are like sand in the gearbox, the frictional resistance eats up energy and hinders success.successful cooperation is based on transparent structures and discussion. I know my interface partners - superiors, employees, customers and suppliers.

• Which and how much information and coordination do they and I need so that everyone can provide their services as needed and the system runs smoothly?

Conflict resolution

Conflicts: the normal case.

So don’t get upset, just resolve it. - As early as possible, before the fronts harden. How can that be achieved? A transparent, solution-oriented procedure enables me to recognize the beginning conflict earlier and to address it without fear. In a protected, guided setting, I find solutions with my conflict partner that benefit him and me.

And if it is already dicey, the emotions are already running high… An open, accompanied discussion helps to communicate my own concern as well as to hear and understand my counterpart. I feel respected as a human being and with this feeling I can take a step towards the other person again. Familiarity grows, cooperation becomes easier.

• How do I proceed in conflicts or set up a transparent, effective and functioning system?

Project management

Project - the temporary system in the system

As project manager, I manage a parallel system in which the same structures apply as in the parent organization. In addition to planning, the creation of meaningful work packages, employee selection and management, I am also faced with the challenge of agreeing and securing the capacity of my project employees with their line managers.

• What do I observe and set up to steer my project safely through ups and downs from the beginning to a successful conclusion?