In-house coaching: “Demand does not stop”

LEAD: Your official job description is “Core Dynamics Coach”. What does that mean exactly?

Verena Laetsch: Core Dynamik is the institute where I did my apprenticeship. It also means that I’m not following a specific school, such as systemic coaching. As Core Dynamics Coach, I draw my approaches from different schools and can adapt so much more flexible to my counterpart. The term Core Dynamics means free translation: basically stable, but still dynamic.

LEAD: In-house coaching is rare in the agency environment. What were the reasons for Mutabor to offer one?

Laetsch: In times of New Work, employees increasingly want an environment in which their needs and goals are addressed. At Mutabor, we have found that coaching offers great potential, both professionally and personally, because we promote the development of strengths and self-confidence across all hierarchical levels.

Since there is no physical separation in in-house coaching, it is important that the participants get rid of their work.
Verena Laetsch

LEAD: How is coaching accepted so far?

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Laetsch: Very good. I have been working as a coach since April 2019, and after this short time, I already support 10 percent of the entire workforce. And the demand does not stop.

LEAD: They offer both individual and team coaching. What are the respective advantages?

Laetsch: When it comes to individual coaching, I really like being able to focus fully on the person. When team coaching comes a very special group dynamics, which also makes the whole thing very exciting.

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LEAD: When would a team coaching make sense, for example?

Laetsch: There are very different approaches. At the very beginning of a project, when the team has yet to find and play each other, coaching with the definition of clear goals can provide stability. Or in the middle of things, when everything goes well, but there are conflicts that need to be solved.

And then, of course, it makes sense at the very end to review the project again and to work out what went well and where the problems lay. Both content and human.

LEAD: Is there a basic scheme for how a coaching lesson expires?

Laetsch: That certainly exists, yes. When the employees come to me, I make sure that they “arrive”. Since there is no physical separation in in-house coaching, it is important that the participants get rid of their work. Then I would like to know if something acute has happened that my counterpart wants to talk about.

This can be an incident that has been very annoying. When the topic of the session is established, I apply various models and methods, after which we then work out the points together. In the end, I always ask about the “treasures” my interlocutor takes with me from the lesson.

So positive feelings and thoughts or insights, which are then integrated into everyday life. Sometimes there are even “homework assignments”, things that should be given special attention until next time.

LEAD: How do you best prepare for coaching with you?

Laetsch: That depends on the situation. For example, I always do a so-called kick-off meeting. There, the actual and target state will be discussed. So “What is my situation?” And “What should be different after the coaching?”.

Then I often let my counterpart gather situations that affect the topic and then evaluated in the appointment. Sometimes a session is spontaneous, without any preparation. It always depends on the person.

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LEAD: Keyword self-realization in the job. How can coaching help?

Laetsch: Self-confidence, appearance and a good feeling in the job are enormously important factors, especially in the creative industry. For example, this is about how best to assert your ideas and designs or how to best motivate and communicate with employees as a leader.

Basically, Mutabor’s positioning as “the leading house for design & transformation” in this context is program. We not only support our clients in the transformation, but we also promote a permanent internal transformation process, for example via coaching.

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