"Executive Coaches are not for the meek. They're for people who value unambiguous feedback. If coaches have one thing in common, it's that they are ruthlessly results-oriented. Executive Coaching isn't therapy. It's product development, with you as the product."
- Fast Company
Being a Managing Director and Country Manager myself, I know and understand the challenges, the pressure to perform and the expectations placed upon you within the organisation, and in the public eye. As an executive, it is part of your job to accompany difficult transformation processes and to make uncomfortable decisions, especially when they have to be made against people in your team or managers. Maintaining confidence and creating trust will be crucial. Leadership is not about the what and the how, but the why and who.
Leadership in times of crisis
What is important? Where do you focus on? What is expected of you? What do you expect?
Accompanying during transformational times
Support during daily management topics and tasks (e.g. by shadowing) and accompanying during transformational times (e.g. new work, digitalisation)
Leadership style, leadership culture and communication
What is sustainable for your organization in times of change? How do you communicate in a way that employees are willing to understand and to follow?
New leadership roles
Managers stepping up into new leadership roles with higher responsibility (e.g. more divisions, higher number of employees, higher Budget/P&L, additional divisions, new countries).
Leadership during individual transformation:
yourself or others (outplacement/new placement).