Systemic coaching for organizations

On this page you can read more about my offer on
– the development of organizations,
– the development of members,
– the development end nurture of team culture.

Organizational Development

The following points have long been considered essential as a basic prerequisite for a sustainable organisational design:
1. The definition and implementation of an appropriate vision, which must be borne by all members of the organization.
2. A constantly up-to-date and appropriate target description, which must be known and understandable to the members of the organization.
3. A suitable strategy with which the organisation can successfully serve the market and react flexibly to changes.
4. A suitable structure that makes it easier for the members of the organization to be able to perform effectively.
The suitability or fit of the 4 points can be achieved with the consistent application of both “customer centring” and “employee centring”. The customer centring is a long-tried and effective perspective and the employee centring ensures that the 4 points are not only beautiful sayings on a poster.
As a systemic coach, I help your organization to correctly define and effectively implement these topics from both perspectives.

Member Development

In addition to the qualification of members, their development is the key to both the success of the organization and the effective performance of the members themselves.

The qualification describes how well the profession of the members fits the role.
The development is about the fit between the requirements of the organization and the ambitions of the members.

As a systemic coach, I help to make this fit for the members of the organization.

Culture Development and Nurture

The culture of an organization describes the observable behavior of the members among themselves.
It is constantly evolving and changing through the active and passive interaction of the members and has a decisive influence on motivation and resilience.

The culture of an organization cannot be prescribed or unilaterally determined.
However, it can be specifically shaped and changed by all participants.

Dividing culture into these 5 aspects helps

Responsibility Culture
The point here is that it is precisely those who “answer”, who are not only allowed to (equipment) and must (responsibility), but also want to (value orientation) and are able to (qualification).

Dialogue Culture
It is about the right approach to mindfulness, commitment and the exchange about the perception of reality.

Error Culture
It is about the right and the duty to communicate with all concerned about mistakes that have been made in a respectful dialogue.

Learning Culture
This is about how the company’s knowledge of content and processes is handled and whether collaborative learning is enabled.

Performance Culture
It is about qualified employees being supported by a qualified organizational system.

As a systemic coach, I help analyze and develop the culture of each team of the organization.
My concept for the independent care of the culture helps to shape this topic sustainably.

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