SERVICES FOR BUSINESSES

1. PERSONAL COACHING

As a CEO, manager or team leader - you are in a position that requires your leadership, which means that you possess the responsibility and power to make something of it.

Individual process led by a facilitator to clarify a relatively complex situation. Many tools work with this technique, one of the most used are pieces specially designed for Constellations.

When you present your question, the systemic coach listens to you, while constantly asking himself or herself the following questions: “What does this issue try to solve?”, “What wants to be seen in the system and what needs to be given a place in history again?”

In systemic coaching, we look for underlying patterns. We explore what part of your true history wants to be acknowledged before you can take the next step. Even if it is not yet concrete what that next step will be.
During and after the coaching session, a process is set in motion to let go of old or non-functioning patterns and move in new directions. You get a different perspective, which allows you to look at the issue differently, realize your question has changed, or you no longer have an issue.

2. BUSINESS AND ORGANIZATIONAL CONSTELLATIONS

     What is a constellation?

A constellation is a spatial representation of an organisational or other systems. The constellation set-up reveals hidden dynamics in the system which are having an influence on the issue at hand.
A system refers to a business, an organisation, or any set-up which involves people working together as a team. This system may be having problems which affect the growth, progress and success of this system.

issue holder (an individual, a team leader, a manager, a director etc) describes the issue at hand In consultation with the issue holder and depending on the resolution they are seeking, a constellation is set up using representatives to represent the various elements of the issue at hand. The elements can include - though are not limited to - the board of directors, the owner, the team, the clients, the goal, the product etc.

 What do we mean by representatives?

What do we mean by representatives?
Representatives take up the place of the various elements that belong to the issue at hand. Eg. A representative for the board of directors, or a representative for the team leader and a representative for the team.

These representatives are set up by the issue holder in a spatial set up, in relation to each other.

Who can represent?

We use either chairs, objects, or people – not the actual person in the role, rather we use an uninvolved person to represent that position. Eg a person represents the entire board of directors or one person represents the team and one represents the team leader. In this way the issue at hand is given an external 3 dimensional representation by the issue holder.

The set up of the issue by the issue holder reveals hidden dynamics in the system. What is felt by the issue holder and the others involved in the issue, but has not been put into words, is at once revealed in a constellation

The process continues till all aspects relevant to the issue at hand are understood and finally the issue holder has a resolution, or a deeper insight or a direction to move towards

What are some examples of issues for which a constellation set up can be useful?

Is applicant A or B better suited to us? –
How can a team structure function in our organisation?
How does it have to be set up so that projects run smoothly? –
Is a cooperative effort possible with company XY? –
Can we rely on our foreign affiliate if we alter products? –
Are the areas of competence and responsibility in the company clearly defined? – Have we got the right number of people working in department Y?

  • What is going wrong between delivery and purchasing? –
  • Why does development have such a poor image in the company? –
  • Why is the position of sales manager such a hot seat? –
  • What is blocking the flow of information in the company? –
  • Why do people keep quitting in department B? –
  • Why is everybody complaining about quality control?
  • What is the position of the new managing director in the system? –
  • How can cooperation between branch managers be improved? –
  • How can we integrate up-and-coming leaders in a good way? –
  • What would bring clarity to our leadership structure?
  • What effect do the interests of the shareholders have on our company culture?
  • What is preventing us from being successful in market segment Z? –
  • How can we strengthen our core capabilities? –
  • How can we improve our internal procedures between A and B? –
  • What is behind the sluggish sales of product X? –
  • What would improve contact with our customers? –
  • How can we get our goals back in sight?
  • What role do values, visions and goals actually play in our company? –
  • How do the employees view management concepts? –
  • Who formally runs the business? Who runs it informally? –
  • What would it take to weld our team together? –
  • What is the basis of the conflict between new employees and old-timers? –
  • What is the status of trust and loyalty in the company? –
  • How attractive is this company for new employees?
  • What is my place as a consultant in this company? –
  • What is blocking progress in my consulting? –
  • Am I allowing myself to be pulled into the company?
  • Is my task clearly defined? –
  • What do I need to be accepted by my customers? –
  • How can I successfully expand?
  • What do I need in order to attain my career goals? –
  • Am I in the right place in my company? –
  • Should I be considering changing companies, or should I be thinking about becoming self-employed? –
  • What would bring my personal goals into line with my professional goals? –
  • How can I successfully and fairly mediate conflicts?

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