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approach

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view

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In daring to get lost

shows the way.

How do I proceed?

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How the collaboration looks very practical always depends on your question and the  context of your business. We discuss this in detail at the start of the collaboration and evaluate it in the interim. In both leadership team  as organizational coaching, the following building blocks and points of attention form the core of my approach:

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intake:  to the core  

 

In an intake we will discuss what the  question 'behind' is the question. After all, the most visible problem is often not what it is really about. 
By engaging in in-depth discussion, it becomes clear what is at stake  stands. Why is this so? Who benefits from it  that the situation remains as it is? Where is the energy to change?  And am I the right person  to help you in this  question?

Co creation

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No question is identical to the other, and at the same time the same issues often cross my path. Each time in a different context; and it is the context that is decisive. And I'll take you on a journey to walk the process together, with your ingredients to develop the recipe together, following your rhythm every time. And answering a question is like building a bridge while walking on it together.

Systemic perspective

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Groups (whether it is a family or an organization) are nourished and guided by 4 laws (everyone and everything has a place; the hierarchy wants to be respected; giving & receiving strives to

in a healthy

exchange to remain; what has reached its destination?).

Organizations can get stuck if those laws are unintentionally and unconsciously thrown out of balance.  

Where repetitions are visible throughout an organization or team, there is a pattern that sputters with or against. Recognizing and acknowledging that pattern is a first step towards transformation.

the undertow

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What is visible and what  not? That which is not visibly present (informal leadership, connections in the organizations that run differently than what an organization chart shows, unspoken resentment – the elephant in the closet,…) is just as present as that which is visible (a mission text, a strategy , the organizational structure).

that invisible  undercurrent is very decisive. I try to feel and name these. This also includes the voice of the minority. This often unheard voice  bringing it up is an enormous enrichment for the already known voice of the majority.

Models

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I like to use the following models:

- Systemic work

- Deep Democracy

- Connecting Communication

- Patrick Lencionic

- Consent decision making

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And that is a never-ending story, because 'long will I learn'.

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I believe in play, because deep down we are all big children, and a game activates something else that makes us feel 'freer', and we look and reason differently… - and this without losing sight of depth.

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A wide network

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Sometimes an issue requires a certain expertise or complementarity. I bring colleagues from my network with me, if presence can provide added value, or if my agenda does not allow me to fully address your question. ​

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Do you have questions about your organization?

Do you want your team and yourself as  grow a leader?

Would you like to know what coaching can do for you?

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contact me
in front of  a  no-obligation intake interview

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