For Organisations
Supporting the leaders you are investing in
Sometimes the person who would benefit most from this work is not the one who goes looking for it. That is often where you come in.
The Work
One lens, several shapes
I work with leaders and teams inside organisations: one leader through a demanding stretch or a role they have just stepped into, a team that needs to become more than the sum of its parts, or a group of newly appointed leaders navigating the same transition at once.
The form varies, from a single focused conversation to accompaniment over several months, individually or in a small peer group.
What stays the same is the lens: we look underneath the presenting problem to the pattern that is harder to see from inside it.
ALONGSIDE YOUR PROCESSES
Built to fit what you already have
I am used to working alongside internal development, not around it. Proposals are built to fit your existing structures, your timelines and your language, rather than asking you to adopt mine.
What is said in the room stays in the room; the trust that makes this work possible depends on it, and that holds whether the person paying is in the room or not.
WHO YOU ARE WORKING WITH
Ten years on your side of the table
Seven years in an international HR consultancy boutique, ten years inside organisations before this work began, including senior leadership development roles at Lidl and Fresenius.
Organisational psychologist, INSEAD Global Executive MBA, ICF Professional Certified Coach. I have sat on your side of the table, which is usually what lets me be useful quickly.
What I bring
- Degree in Psychology (RWTH Aachen University)
- INSEAD Global Executive MBA (France, UAE, Singapore)
- ICF Professional Certified Coach (PCC)
- Several coaching trainings and continuing further education
- Certified in Hogan Assessments
- Trained yoga teacher (BDY/EYU)
- 20+ years of leadership and development experience, from a thirty-person consultancy to a corporate group of 200,000 employees
- INSEAD Knowledge article: "High-Stakes Leadership: How CEOs Navigate Critical Decisions", co-authored with Natalia Karelaia, Professor of Decision Sciences at INSEAD
- INSEAD Knowledge article: "The Power of Deep Leadership Inquiry", co-authored with Roger Lehman, Emeritus Senior Affiliate Professor of Entrepreneurship and Family Enterprise at INSEAD
WHERE TO BEGIN
Start with a conversation
The clearest place to begin is a short, confidential conversation about the situation you are trying to support. No proposal is written before we have both understood what is actually needed.