Methodology
Practical experiences – best practices of executive coaching – current scientific findings – comprehensive quality assurance – learning together.
1:1 Executive Advisory
We focus on what is to be achieved: Successfully dealing with significant corporate or personal changes, in dynamic market and competitive situations and a stakeholder environment that offers all conceivable variants from benevolent to hostile.
For this to succeed, a sound understanding of the situation at hand and of what really needs to be achieved is required. This is the purpose of our comprehensive scoping approach, without which we do not work, and which usually goes far beyond what a client has imagined in advance. On this basis, we propose an Executive Advisor for our client.
This requires a deep and trusting relationship between the client and the Executive Advisor, achieved by in-depth personal conversation. In 98% of our mandates, the first proposal of an Executive Advisor is accepted by our clients.
Our mandates typically cover 6 – 12 months of joint work, initially in a more intensive rhythm (up to half a day every 3 – 4 weeks), later with wider intervals between meetings; always supplemented by the Executive Advisor’s readiness to talk at any time, just in case, which many clients are happy to make use of. We work in person or virtually, depending on the client’s requirements, the situation, and the agreement of the parties involved.
Personal/virtual stakeholder interviews in the first quarter of the collaboration are often part of the agreed scope of services; an intensive briefing with the sponsor of the mandate is always part of our work.
Significant value comes from our Executive Advisors going offsite with clients for a one-day retreat, which happens as early as possible in the course of the mandate. This gives us a deep understanding of the client’s person, situation, tasks and challenges – and the client has an equally solid understanding of how the collaboration with the Executive Advisor can be designed to add value.
3 – 4 months after the start of the mandate, one of the Managing Partners conducts a quality assurance meeting with the client, the results of which are discussed with the Executive Advisor working on the mandate. This is how we ensure that the Executive Advisor is being served necessary adjustments to the approach “on a silver platter” instead of having to blind guess them. The outcome? Our clients feeling even more heard and valued.
Executive Team Advisory
We work with teams that manage companies or key parts of companies (BUs, divisions or functions). Most often, a major change in the composition of the team or its tasks is the trigger for a mandate. Generally, it is about successfully mastering considerable tasks beyond the usual: restructuring, post-merger integration, carve-out, in dynamic market and competitive situations and with a stakeholder environment that offers all conceivable variants from benevolent to hostile.
For this to succeed, a sound understanding of the situation at hand and of what really needs to be achieved is required. This is the purpose of our comprehensive scoping approach, without which we do not work, and which usually goes far beyond what a client has imagined in advance. This includes a clear mandate from the sponsor. On this basis, we propose a team of Executive Advisors for our client.
The Executive Advisors assigned to the mandate conduct in-depth interviews with all team members, ensuring buy-in and allowing them to have a say in the design of the mandate. The resulting report is discussed with the sponsor and, based on our proposal, the course of action for the mandate is determined. This leads to the decision whether individual or team assessment tools (e.g., Hogan, Five Dysfunctions) should be used. Especially when using Hogan assessments, we have had very good experiences with offering each team member an individual debriefing conducted by colleagues who are not otherwise involved in the project.
Our mandates typically involve 6 – 12 months of collaborative work, alternating between individual work with all team members, a facilitated offsite, followed by individual follow-up meetings with debriefings for the sponsor; shadowing the team at regular meetings, if applicable; followed by a second offsite workshop. This is always complemented by the Executive Advisors’ readiness to talk at any time, just in case, which many clients are happy to make use of.
After the first workshop, one of the Managing Partners conducts a quality assurance meeting with the client, the results of which are discussed with the Executive Advisors working on the mandate. This is how we ensure that the Executive Advisor is being served necessary adjustments to the approach “on a silver platter” instead of having to blind guess them. The outcome? Our clients feeling even more heard and valued.
Testimonials
Find out what our customers say about us
The success of our clients is at the centre of our Executive Advisory. We are proud to work with organisations and guide them on their path to sustainable growth and continuous development. But let’s not just talk about our services – hear what our clients have to say about their experience with us.
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