"The myth that good work environments are conflict-free derives from a culture of obedience. It is a culture that cannot deal with different opinions and diversity and thus suppresses signs of conflict." 

                                                        - Jesper Juul and Helle Jensen

My work

It’s good relationships that encourage us to think differently, motivate us to give our best, awaken creativity and approach challenges with trust. In our work environments these - personal and social - competencies gain a lot of significance. The requirements for positive relationships in the workplace are a combination of a good relationship with our self, knowledge about dynamics and conflict and empathy. Enabling and accompanying companies during this process is the focus of my work.

Fields of expertise

Relationship skills

Work is no longer just the place where we spend most of our time, it is now also the place that should give us meaning. These expectations make the world of work more complex and bring relationship skills to the fore. Because our actions only make sense if we live relationships that are authentic and nourish us. To be authentic with one another, you need an understanding of the dynamics and challenges in dealing with one another. The aim is to proactively create an agile work environment in which tensions are relieved and creativity flows. Together we will find answers, for example to the questions: How do we establish trust? How do we deal with conflicts? How do we prevent conflict? Do we communicate openly with one another on the basis of trust or is the basis characterized by mistrust and the communication indirect? How many perspectives play a role in decision-making and why which? These are questions that contribute to an intelligent handling of relationships and create an authentic togetherness. Which questions do you have?

"Whether emotions help us or hurt us depends on whether we use ours   Validate emotions or suppress them, "says the psychoanalyst Hilary Jacobs Hendel. That means for the work in the field of emotional intelligence : We develop access to our main emotions fear, anger, sadness, joy, insecurity / disgust and excitement, because they pave the way for us Way to think clearly and make good decisions.

Emotional intelligence or emotional competence describes the intelligent handling of one's own emotions and the emotions of others. As a sub-area of ​​relationship intelligence, the work relates more specifically to individuals. We also look at how our emotions affect others. Emotional intelligence is an important part of entrepreneurial success, because a target-oriented handling of emotions is closely linked to the individual performance of a company and its employees.

Dealing with emotions is therefore not a "problem" that companies solve. It is, rather, to manage emotions and to make room for the normality of emotions in the company.

Emotional intelligence

Führungskräfte bei der Arbeit

The role of HR

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What is the role of Human Resources today? How do HR people define their own job? What skills should HR experts be equipped with today in order to develop and thus also support the employees in the company in developing?

These and many other questions arise when working with people who work in human resources.

The last few years of cooperation have shown that they all have one thing in common: the goal of making their company more resistant, more authentic and more emphatic internally . In joint discussions and workshops, we build a clear path for your goals. I will accompany you competently, clearly and in a solution-oriented manner in the design and the path to the goal.

When accompanying a generation change in a company, it is particularly important that the transfer of corporate responsibility from a company owner to a successor in the family or to a successor outside the family takes place without damage to the company in question and without disadvantages for the partners or shareholders. To achieve this, you need honest and appreciative discussions, clarity about the respective tasks, powers and responsibilities as well as support that understands and brings both sides together.

Business succession is one of the greatest challenges for medium-sized companies in Germany. According to a study by KfW, 227,000 medium-sized companies are looking for a good solution across Germany. The generation change topic is a joint project with my colleague Horst Tauber, who has been a successful management consultant for more than 20 years.

Read more about the generation change in this article that I published together with Horst Tauber.

You can find more information about Horst Tauber's main areas of work at TauberConsult

Generation change in the company