I had the privilege of learning about leadership early on and, looking back, I have had many positive experiences in enabling and developing employees. It was great to learn that you can make the impossible possible as a team. Today, I am convinced that the model of the coaching leader realises groundbreaking changes strategically, sustainably and personally.

🔹 In the role of a coaching leader, the focus is on creating an atmosphere that inspires and supports instead of creating pressure. Each person has their own potential and individual rhythm, which is taken into account in order to create a targeted balance between challenge and security. This creates creative spaces that are free from bitterness or defensive reactions. The focus is on accompanying rather than directing and building a relationship that promotes trust and openness. Through active listening and the creation of space, motivation is strengthened and together we look for ways in which joint growth is possible.

🔹 An atmosphere of trust and appreciation is essential – an environment in which mistakes are seen as part of the growth process and not as failure. With an attitude of openness and willingness to learn, an example is set that leader themselves are also constantly developing and that it is permissible to try out new things and occasionally make mistakes.

🔹 Employees are encouraged to develop their own ideas instead of being given ready-made answers or solutions. In this way, they experience appreciation for their knowledge and opinions and realise that they can overcome challenges themselves. In difficult situations, open questions encourage reflection in order to discover their own resources and develop pride in the progress they have made. As defensive attitudes often arise from fear of control or judgement, excessive criticism or judgement is deliberately avoided. Instead, the focus is on strengths and progress, and successes, even small ones, are celebrated in order to create confidence and a feeling of continuous progress.

🔹 To promote deep trust and an authentic connection, clear and achievable goals are set and tackled together in small steps. This provides structure and security without creating pressure. Regular reflection is also important: time is invested in understanding and supporting employees’ individual needs and motivations. This creates the feeling of being seen and understood – a basis for a positive and relaxed working environment.

🔹 The gradual transfer of responsibility and involvement in decision-making processes enables employees to gain control over their tasks and projects. This strengthens both their confidence in themselves and their connection to their own work and the team. The leader sees themselves as a companion on their journey – someone who provides support and encouragement without dictating the path. This leaves room for creativity and a positive energy unfolds that inspires and infects the entire team.

👉 Question for you: In challenging times, how can we ensure that trust and creativity are maintained in the team and that everyone continues to feel inspired instead of lapsing into defensive behaviour or even bitterness?

I look forward to a stimulating exchange!

Best regards & take care

Stephan