When we start working I try to understand your style of leadership as executed in real life situations and where and why you want to change your style of leadership.

It is important to understand your natural inclination on the spectrum of “vertical” and “horizontal” communication towards colleagues and towards team members.

You learn how to adjust your style to act efficiently in a given situation - be it to be more empathetic be it to be more assertive. You clarify: what is my role as leader, how do I use my ‘power’ as a constructive force of authority, leadership and team building.

I use the concepts of leadership and communication in professional contexts as developed by Klaus Doppler, Deborah Tannen and Peter Modler.

My key for successful coaching is the simulation of critical situations with my clients in order to bring as many details as possible to life.

The process of re-enacting enables clients to reconnect precisely with those critical situations where things went wrong; at the same time, it opens possibilities to practice new behaviors until the client is content. The changes encompass the type of language (high talk, basic talk, move talk), volume and speed, body language and setting (where does the meeting take place?).

Some leaders struggle to establish assertiveness when society and companies prefer horizontal and participatory narratives. Very often highly skilled men and women do not want to perceived as “authoritarian” leaders and do not find the right balance between power and participation. On the other side of the spectrum, “authoritarian” leaders are at a loss on how to motivate team members and to make full use of the potential of their employees.

By using the model of “horizontal” and “vertical” communication I support leaders to adjust their leadership styles to the needs of their organisation, their colleagues and their objectives. A dove-tailed approach serves to each client’s needs.