Coaching & Enablement

Coaching that truly challenges

I don't coach in the sense of 'How does that feel?' – but in the sense of 'What are you going to change right now?' My approach is direct, sometimes confrontational – tough on the issue, respectful to the person. That's demanding. And that's exactly why it works. The other person must be willing to change. Those who are go further than they expected. Those who aren't are in the wrong place with me.

From the individual to the team

I support CEOs, CTOs and leaders in strategic decisions and change processes – just as much as project teams that need to learn to work in a structured and self-responsible way. This includes agile methodology: epics, user stories, sprints – not as theory, but as lived practice. I have led teams of up to 25 people, distributed across multiple countries and time zones – Switzerland, Vietnam, Portugal, India. Cultural differences are not obstacles, but raw material. Coaching doesn't end in the meeting. True enablement means people can continue without me afterwards – in companies, in projects, in Kenya, in the community. Wherever people want to build something together, they sometimes need someone who clearly says what is.

Change should be able to continue without us

For me, coaching and enablement do not mean creating lasting dependency on external advice. People and teams should gain clarity, take responsibility and develop the capabilities needed to continue change independently. I support where orientation, reflection or additional experience is needed. At the same time, the work aims from the start to anchor knowledge, decision-making ability and responsibility within the organisation.

From guidance to independent action

The success of guidance is not measured by how long it lasts. What matters is what works afterwards without external support. Depending on the situation, this can mean supporting leaders and project managers, building knowledge within the team, reflecting on decisions together or helping people perceive their own role and responsibility more clearly.

Enablement in practice

The following examples show how guidance and enablement have been effective in different contexts.

Selected references