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Consulting

Coaching

Starting point:

Insufficient knowledge about the qualifications of individual executives - where do they actually all stand? (strength/weakness profile)
Insufficient knowledge about the qualifications of a candidate for an executive position (potential internal or external applicants) prior to finding a replacement for a position
No time for a long, detailed assessment due to a heavy workload – "... one day must be enough!"

Dilemma:

Classical assessments are frequently "tools non grata" and are often associated with cost and effort, in addition to resistance
Assessments are frequently unacceptable, particularly for the "higher" levels in the hierarchy
(Potential) executives are needed – demotivation must be avoided
(Potential) executives are to be strengthened
A clear profile with clear recommendations is nevertheless required

Drawing up a specific strength/weakness feedback for a (potential) executive
At the same time the extensive avoidance of "assessment pressure"
Making clear statements on the (possibly potential) leadership skills of the participant
Support in human resources decision-making for the top management
Drawing up specific development goals and if necessary deriving personally tailored training and support measures
On the basis of the intensive feedback gained in a "coaching attitude", generating sustained willingness to actively and personally change the behaviour and the development of the participant
The motivation and (possibly potential) leadership skills of the manager will thus be enhanced
Enhancing the implementation and result orientation of executive development programs

Welcome and warming up, rules, procedure
Biographic, dialogue-oriented evaluation
Initial detailed feedback from the coach concerning identified strengths, potential and weaknesses
Analytical typology profile "brain map" – elicitation of a preference structure with derived strengths and weaknesses
Detailed, development-oriented feedback from the coach
Deriving consequences for personal development
Self-assessment in a specific job profile that has been drawn up previously / external assessment by the coach / comparison with the target profile from the point of view of the higher-ranking executive
Final summary feedback and transparency concerning how to proceed
Saying goodbye to the participant
Preparation of the written report by the coach; forwarding the report to the decision-maker on the same day
Optional: Oral feedback from the coach to the decision-maker on the same day

High level of acceptance among participants through an appreciative, development-oriented coaching context and "coaching atmosphere"
"The Best of" from the assessment, coaching, personal coaching, profile analysis and other evaluating elements
Professional at a high human level
Clear picture of the respective executive as a result of the process as the basis for decisions
High degree of acceptance of the image that has been drawn up among participants through their own experience and feedback
The one-day setting is extremely economical and cost-effective
Flexible use