Becoming Capable of Making Decisions - Enabling Action

"As humans we have a double duty, to contribute to the success of the whole, of which man is but a part, and to also contribute to the success of the whole that, which we ourselves are."
(Schulz von Thun translated from German)

Each of us works at this in our own unique way.  To reflect upon these personal patterns and to perceive them helps one to recognize one’s own contribution to any existing problem. Consciousness and the recognition of the status quo clear the path to allow for new approaches and meaningful decisions.  Autonomy is the goal. 

This autonomy does not equal arrogance and superiority.  Rather, it is a result of the capacity to accept paradoxes in a relaxed matter and yet to preserve one’s own self esteem irrespective of the exterior world.   Courage and empathy grow out of this newly acquired freedom.  Teamwork is improved on all levels and organisational goals are achieved more easily.  This is what we and our coachees work towards.

We meet Mr. T. during a change project process within a global organisation. He manages the Distribution, Customs and Transport department. He is unhappy, because the team doesn’t integrate new processes into their daily work and the team members do not work well together. 

Mr.T.’s employees complain that there are a lack of decision making and those decisions that have been made are rapidly forgotten again. Decisions made in collaboration are thrown out repeatedly, following the boss’s conversations with individuals, and this, in turn, leads to surprises, resentment, conflicts within the team and mistrust amongst the parties concerned. Apparently, the boss is inclined to have favourites, who constantly change, and who influence him. What is worse, Mr. T. did not protect his team from criticisms made by other departments, nor did he back his team, when his superior criticised the work of their department.

Mr. T. is a likeable client who comes across as engaged and helpful to his advisors. He nods frequently during our conversations and, unexpectedly, often agrees with us. He even accepts criticisms with a smile.  

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After a joint workshop with his employee, Richard attends our coaching as a private client. He describes how hurt he feels when his boss does not notice him, overlooks him, would rather speak with his colleagues and simply “leaves him aside”. At the same time, Richard is in a job which he enjoys and which allows him an unusual degree of freedom. In his performance assessment, his reviews are above average, and he regularly receives a bonus.  

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They possess a rich treasure of experience, both professionally and privately.  The flexibility which has been gained from this, and also their intellectual independence, are a plus during the sessions.  

Here I feel well. Actually I am resistant to coaching, but here I have understood how I function and I understand more and more.  After each meeting I have new insights and new tasks for my future.  Thank you for the clear broadening of my horizons.  

There are three things that I particularly like about this type of coaching: - expertise, empathy and closeness to reality. Thus every session has relevance for the daily questions and tasks and does not just stay with theoretical models.  This delivers an important contribution to me as a person, and to my development as a manager, which I would not like to be without.

Vivien Marsch is able to put herself into the most diverse situations and yet always manages to draw the best out of them. She recognizes correlations very quickly and thanks to her professional analyses brings clarity into every difficult situation.