Ms Nebelung has been accompanying our department for three years now in our annual team retreats. The cooperation with her is characterized by the tailored preparation of each of the two-day retreats and by a well-structured and consistent yet flexible moderation that also reacts to spontaneous stimuli from the team. Also the thorough follow-up – documentation of the results and feedback – is an important asset for us, which is why we are looking forward to continuing our cooperation.
Here are some thematic anchors of consulting projects that I am accompanying: the wish to set up oneself in an agile manner, the need for a better performance, cultural development, new professional challenges (e.g. due to digitalization) and competitive pressure, conflicts or the need for knowledge management.
Ultimately, all these topics deal with change, letting go, learning, and with building bridges to the future and to new realms of possibility.
The focus is on distribution conflicts, the clash of different organizational cultures, and power struggles, too. It is also about trust-building, which ranges from reducing distrust to establishing mutual trust. One needs to conceive new logics, spark curiosity, and overcome insecurity and fears.
Different needs and interests have to be acknowledged in the consulting process and need to be taken seriously. This is often much easier from an outsider’s point of view than when seen from the inside. A constructive, hands-on dynamic can only develop once the diversity inherent to even a deceptively simple change has been acknowledged.
In addition to taking organizational force fields into account, current neuro-psychological findings and models may help consider the variety of needs. This means, for instance, providing orientation in a change situation by referring to goals and to the purpose. It also means clarifying at the earliest possible stage who will play which role in the future. It is important for all involved to know what a change means for them individually. And in the meantime, conflicts of interests have to be dealt with and solved.
In each process, independent of the practical and organizational concern and of the shaping of the dynamics, I pay attention to the capacities of those involved: Who can do what well, who has which strengths and competencies? How can stress-coping skills be furthered? All this is in the interest of the organization and also of the health of all involved.
We are an enterprise with a marked focus on natural sciences and technology. Since our first encounter in the summer of 2016, Ms Nebelung has been expanding this focus through interviews and moderated team workshops, all the while supporting us in our growth process in a target-oriented and cooperative manner.
Coaching is a wonderful, beneficial way to fortify oneself in challenging situations.
In coaching, the well-proven effectiveness of positive psychology lends tremendous value to this approach.
The concrete goals of coachings are as diverse as the coachees. In positive coaching, we go beyond the goals and visualize what these goals mean exactly for our personal development. This provides the goals with a new, motivating force.
Against the backdrop of the analysis of the situation as a whole and of its specific requirements, in my coaching I am interested in the activation of internal and external resources and in the orientation towards what makes sense for oneself. In this context, looking at strengths is another particularity of positive coaching. It is about awareness, inner coherence and corresponding behaviour – it is about personal growth.
Potentials are explored together, very concrete tools and behaviours are tested, and practical, practicable tactics are developed. For executives, the potential analyses and feedback applying the PERMA-LEAD® method represent a powerful additional experience within the coaching. I am happy to offer additional other questionnaires – regarding personality or strengths – as well.
Beyond all this, I make sure that the present situation and the professional development are reviewed, planned and approached realistically. In this context, life in all its facets needs to be considered.
In the end, aside from self-awareness and analytical capabilities, it’s about expanding one’s behavioural repertoire and about creating options for action. Taking the findings of the theory of goal attainment as a basis makes it more likely that the projects that have been developed will also be realized beyond the actual coaching process.
Very effective anchors for potential changes can be set up using art – for more information please go to ‘working with art’.
I was unfamiliar with many of the methods applied, but they proved to be all the more efficient. I kept leaving my comfort zone and being challenged again and again. These fantastic experiences help me grow in my daily life. Ms Nebelung’s coaching is a real enrichment, and I can only recommend it. There is a lot of fun and joy but also all the necessary reflectiveness and profoundness.
Here are some typical motives for embarking on a coaching:
The “world of images” opens up unique resonant spaces for topics of importance.
The contemplation of works of art acts as an amplifier for emotions, our creativity and our imagination, and helps us conceive ideas and find new solutions. Dealing with art opens up a treasure trove of interpretations of things past and present, and of inspiring stimuli for the future.
The coaching with Ms Nebelung provided me with support during a very important and difficult stage of my career and gave me valuable stimuli for my development. I liked the joint contemplation and exploration with various means, a mixture of reflection, planning and feasibility tailored to my particular situation, very much. One example of this and my personal highlight were the coaching sessions at the museum that provided plenty of clarity and lightness.
An example for coaching with art:
You have a specific question or a defined work-related issue? How can I achieve more visibility or influence? Where do I want to go anyway? What suits me best? I will take up a new position and would like to prepare for that – how should I present myself from the start?
Art coaching occurs in an unusual place. Works of art are integrated in the coaching as a third conversation partner. This work is enriched by many senses and plenty of information, which makes it possible to develop numerous profound insights and good ideas in no time. ‘Arts-based coaching’ helps achieve particularly impressive effects in coaching.
Jörg Reckhenrich and I wanted to understand how these effects can be explained as regards the factual outcome of sessions, great satisfaction, wellbeing and transfer with immediate implementation and embedding of the elaborated concepts. We did extensive research and bundled our findings in articles:
Nebelung, Reckhenrich und Winkels_2014_Coaching vor Kunst CM (german)
Many current leadership challenges also require brief, concise, and informative stimuli.
Talks can be precisely such stimuli! Here are two of my current lecture topics:
On the impossibility of cooperation
This talk deals with the identification of psychodynamics and organizational force fields: Not only is cooperation often perceived as difficult; there are indeed many aspects manifestly encumbering it. A look at these obstacles opens our eyes to what is possible and what is necessary.
On this basis, cooperation is perceived as the art of bridge building: It is shown in a very implementation-oriented way which leverage the individual can use to make cooperation not only successful but also pleasant and empowering
Agile leadership? Easily said and done!
Even though the word “agile” is a buzzword for many, it may be enlightening to take a closer look at what agile leadership can actually achieve beyond those “We need to become agile!” exclamations. The word is a synonym for reorganized work that keeps reinventing itself, and in the meantime, it has also become one for disorientation.
In this talk, I am addressing the roots of the approach and the dimensions of agility as a management trend, as an attitude and as a tool box. Concrete ideas and inspiration will be supplied for all dimensions.
Bridges to what is already known and clear differences to established leadership approaches are outlined. It is illustrated how, despite all flexibility, the urgently required identity and stability can still be provided. Especially in agile leadership, dealing with power is an issue. Insights from neuropsychology can offer valuable behavioural anchors in this context. Last but not least there are tips for establishing life balances. Experience shows that, in this field, forming a connection between theory and tips and practice is particularly important.
I also offer talks and mini impulse sessions on other topics, such as “Healthy Leadership” and “Cultural Development”.
Mini impulses consist of a mixture of talks and activities. They stimulate for instance by means of constellations, by experiencing works of art or by testing smart hand tools.
Each topic is transferred to its actual application in everyday life through a well-guided “bridge reflection”.
Contact me about these or other psychological organizational topics or visit athenas.de.