High intelligence, a strong motivation and a strategic understanding are the sine qua nons to lead a company. To have success in the long term, it takes more than that. Candor, the willingness to change, a high level of emotional intelligence, effective influencing, courageous and supportive leadership and leading by example are among the most important.
The higher up in the organization executives are, the less likely they will receive honest feedback. Their employees will be very careful in telling their bosses the truth. That is where an experienced coach can help.
For more than 10 years I have been coaching international executives to deeply understand their hopes and fears and to strengthen their accountability in order to achieve their goals. By asking challenging and empathetic questions, by being a good listener and by understanding the organizational and psychological context in which they operate, I assist in finding new solutions.
After more than 30 years working in three successful global companies - most of them as a senior executive - I know what life in top management positions is like: the challenges, the pressure, the power games and the unspoken truths.
karriere.de, February 2, 2012
Times are changing in Germany. Until a few years ago applicants had to be grateful for every interview they were invited to. Today it is the hiring organization that needs to market itself to the candidates. Not every HR department, however, has fully understood how important this targeted recruiting has become...
Human Resources Manager Magazine February/March 2012
The market for consulting in the Human Resources segment is growing. It is becoming more lucrative for consulting firms have a specialized offering in this field. But to flourish in this market is not so easy. The clients have become more professional and more demanding.
COMMUNICATION DIRECTOR, 02 / 2012
By addressing some of the most common mistakes in job interviews, managers are able to make stronger hiring decisions.
DIE ZEIT, Forum by Ulrich Jordan, August 29, 2013
In the executive suites of German businesses, conflicts are seldom waged openly – one reason for the frequent failure of top managers