Organisational design, merger planning, conflict resolution, questions about vision or leadership… Every organisation that calls in my expertise and assistance has specific expectations for a coaching process. I meet these expectations with custom work in which I integrate four personal cornerstones.
The stated problem is the main thing that is visible at the start of the project. I expand the horizon and detect practical changes that open new perspectives.Continue reading
The stated problem is the main thing that is visible at the start of the project. I expand the horizon and detect practical changes that open new perspectives.
For me, every organisation is a living organism that is always in motion and therefore also constantly evolving. In such organic systems, all the component parts interact with each other. Intervening in one aspect has an effect on the whole. As a coach, I help organisations to zoom in on fundamental pressure points and challenges. We then zoom out again to obtain an overview of the interactions and interrelationships of these pressure points and challenges within the organisation. From that overall picture, I give my clients better insight into the opportunities and various points for improvement. I introduce thinking and looking in terms of systems. Precisely by making connections it becomes clear where interventions are needed in the system. Analysis and problem formulation from an integrated viewpoint guarantees the correct interventions.
I support individual employees and teams to assess their contribution to a common goal, to open them to change and to encourage them to cooperate with this process.Continue reading
I support individual employees and teams to assess their contribution to a common goal, to open them to change and to encourage them to cooperate with this process.
Organisations where work is enjoyable and there is a focus on results demonstrate a dynamic balance between form and content, between wanting to and being able to. Such organisations channel the energy of employees by offering them stability and coordination. An active attitude goes hand in hand with reflection. It is also important to check in with the company’s own mission and vision regularly. There is attention for relevant developments in the world at large. But no organisation has complete control on all the deciding forces, and it is also necessary to make regular adjustments to maintain or strengthen the internal balance. And every change affects people at their essence. That is why I create clarity in the common goal and I help with the development of a future vision that gets people moving. This makes it clear to everyone in the organisation why adjustment may be necessary.
Leaders often have to face crucial moments on their own. I am an experienced sounding board for them. I help them take a step back, to reflect and determine a new course.Continue reading
Leaders often have to face crucial moments on their own. I am an experienced sounding board for them. I help them take a step back, to reflect and determine a new course.
When it is clear what path the organisation wants to take, we can work on a new or modified organisational design. The form that the organisation takes on must be in line with the leadership style that is used – and vice versa. I support organisations to develop the leadership and the form that best serves their objective. There is no universal formula to provide direction, cohesion and coordination. The most advanced organisational form is perhaps a self-managing one without an explicit leader. But whether you decide to use directive or connective leadership, or self-management, there is always a need for inspiration and enthusiasm. That is a precondition for continuous change. Inspiring leadership can manifest in different ways. I work with management teams and boards of directors to look at the best way to adjust their approach to leadership to achieve predetermined goals. And I coach leaders to take steps within their personal development that can have a positive impact within the whole organisational system.
I do not coach the organisation to an end point, rather to a new starting point.Continue reading
I do not coach the organisation to an end point, rather to a new starting point.
After a crisis has been dealt with or a change has been put on the right track, the organisation ultimately reaches a new, dynamic balance. This enables it to keep working on movement, growth and development. During the coaching process, I anticipate this by helping leaders and employees to direct this dynamic on their own. It is my ambition to reinforce the self-reliance of the organisation with my intervention. I also follow up to monitor the impact of the process and to make additional touches where necessary.
Under your guidance, the communication team got back on track. Increased self-confidence and a renewed group dynamic gave the whole organisation an extra shot of oxygen, with more energy and creativity as a result. Or how one link can strengthen a whole chain!
Koen, thank you very much again for the coaching. It prepared me really well and I see a lot of possibilities again to keep walking the path from here!