Our chief want is someone who will inspire us to be what we know we could be.

Ralph Waldo Emerson

Focus team:

Which kind of leadership brings us closer to the goal?

The traditional leadership model “The top decides, the bottom realizes“ is in change, as it does no longer work in today’s world. In evolutionary leadership approaches, strategic thinking is no less important; however, the acting stakeholder, whether employees, customers or even competitors, are increasingly involved. Cooperation and shaping of togetherness are important success criteria. Profit is not the top of the pyramid of objectives, but is the result of a company pursuing a vision, which offers customers and/or the company added value. We support you in answering questions such as:

  • How do we want to make decisions in the future?
  • How do we involve our employees and avoid protracted discussions and consensus sauce?
  • How do we support stronger individual responsibility?
  • Which role do our executives play?
  • Which values do we want to live? Which framework conditions do apply?
  • How do we set goals and measure performance? And how do we give feedback?
  • Agility? Scrum? Teal? Holocracy? – Is this something for us?

As soon as the answers are found, we help with the realization. With future workshops, open forum formats, group processes, methods such as collegial advice and trainings.



When you change the way you look at things, the things you look at change.

Wayne Dyer

Focus individual:
Executive coaching and sparring

For us, coaching is the art to make people more successful.
We support executives and young talents to gain more clarity on their current life situation and accompany them in the formulation and realization of their goals. We are a sparring partner when it comes to the reflection of one’s own role in the company, meeting challenges and shaping them successfully.



Our areas of focus:

  • Strengthening the vibrancy of the company. Dissolution of rigid structures, behaviors and conflicts: We create space and use methods by means of which these tensions become visible and discussable. The visibility brings the possibility to actively address and solve these issues.
  • Power in corporate context: Unclarified questions of power are very often stoppers in change processes. Executives who do not dare to really live their roles lead to confusion in their teams. Self-organization efforts without the clarification of power aspects will not get past the planning phase. To mention only two examples. The list is endless, but power is seldom a topic. We make it a topic. In form of workshops, trainings and in the form of a personal power assessment based on the Diamond Power Index.

  • Self-organization and self-responsibility: How can self-responsibility be strengthened? Why does codetermination not mean consensus sauce? How much structure does freedom require?