Core statement
As a coaching, consulting and training company, we respond to client needs worldwide where strategic changes or operational improvements demand behaviour change at individual, team and corporate levels.
Article in the spotlight
Coaching
From lonely struggle to inspiring journey
In an area awash with terminology, we simply define the practice of coaching as ‘personalised guidance, usually in a face-to-face meeting’. Its purpose - to simultaneously boost personal performance and personal growth.
A Krauthammer coachee will embark upon a ‘no escape’ relationship with a sparring partner who will diligently confront, stimulate, irritate and challenge. Always in the most positive spirit, combining honest toughness with true compassion.
The priority, to optimise and deepen the relationship which the individual has with him or herself and so with his or her environment. Whether the task in hand is maintainance, evolution, or revolution, the journey is guaranteed to be an inspiring one.
Independent of any single school of thought, Krauthammer’s pragmatic, impact-focussed coaching is rooted in the ‘DNA’ of the Krauthammer Consultant. His or her craft is further nourished by exposure to complementary schools of thought, such as provocative therapy and radical constructivism. Such schools can and will be drawn on as particular situations demand.
Audiences and purpose
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Purpose
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Audience
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Personal development |
Organisational development
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Top management/partners |
I Boardroom Coaching |
III Strategic Coaching |
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Senior management/professionals
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II Executive Coaching |
IV Implementation Coaching |
Benefits
- Mastery of the competencies demanded by a current or future role
- Improved personal effectiveness, resilience, stamina and stress management
- Improved decision-making ability
- Ability to solve a specific problem or conflict
- Successful leadership of change programmes or projects
1- Assessment - one or more of the following systems
| Tool: | 4LS evaluation |
| Overview: | 13 Categories of 58 management and leadership competencies - identified and inventorised. Each is declined into four levels - all observable descriptions. Enabling individual, evaluator, or coach to fix a current position in relation to a defined set of standards. Behaviour is described in a way that allows the evaluation to be directly integrated by the participant. |
| Purpose: | Create an accurately benchmarked ‘photograph’ of key behaviours on 4 precisely described levels. |
| Tool: | 361° feedback |
| Overview: | A questionnaire of 15 to 60 questions, on paper or online. Each evaluator is clearly identified. The process of exchange is more important than the net results of the evaluation. In a sense, the coachee ‘runs his or her own show’. |
| Purpose: | Create a portrait of key behaviours and lower the barriers for exchanging feedback on the subject. |
| Tool: | Assessment centre |
| Overview: | The participant is plunged into an unfamiliar professional situation, alternating information processing (the in-basket), role plays (filmed meetings with visitors) and confrontations on the basis of the previously processed information. |
| Purpose: | A portrait of key behaviours in 5 critical situations. |
| Tool: | Personality Profiling |
| Overview: | Krauthammer have consultants certified in the following methods: EQi, MBTI, Process Communication (Kahler), Success Insights |
| Purpose: | A starting point for self-definition and development. |
2- Objective setting – with the internal coach
| Tool: | ‘Triangle Interview’ |
| Overview: |
In- and external coaches assist the participant/coachee in defining personal and organisational objectives. Roles are defined and a process for information exchange is agreed: which information will remain confidential, which information will be shared - and how? |
| Purpose: | Shared responsibility for bridging the knowing-doing gap. |
3- Sessions with customised planning
| Tool: | ‘In vitro’ |
| Overview: | On average, 6 coaching sessions in a safe, yet ‘new’ environment (not in the office of the coachee). |
| Purpose: | Remove from distractions (and comfort zone) for greater intensity and impact. |
| Tool: | ‘In vivo’ |
| Overview: | On average 1-3 coaching sessions on the job; an alternative is ‘video coaching’ (reallife session/discussion with the coach) |
| Purpose: | Determine how well new learning has been incorporated into real life - make necessary adjustments. |
4- Debriefing – internal coach in the presence of the KI coach
| Tool: | ‘Coach the Coach’ |
| Overview: | The internal coach holds a debriefing session with the coachee in the presence of the Krauthammer International coach. The latter gives feedback to the internal coach in the presence of the coachee. Usually two sessions are held: one after three coaching sessions and one after the concluding session. |
| Purpose: | Assist the internal coach in effective guidance of the coachee. |
5- Leadership booklet & PCD model
| Tool: | Leadership booklet: Reports from the coaching sessions |
| Overview: | A ‘booklet’ written by the coachee. This is a report both of the coaching sessions and the results achieved by applying the actions agreed upon. The form is free; the coachee encouraged to concretely describe relevant examples and personal reflections. |
| Purpose: | Create a 100% personalised document for future reference. Increase probability of transfer in the long run. |
| Tool: | PCD model |
| Overview: | A multi-dimensional model provoking reflection on the coachee’s ambition (mission, objectives), attitude (values and principles) and ability (competences and skills). |
| Purpose: | True ‘Personal Capital Development’ – identifying one’s personal vision and translating this into action. |
Download the Coaching brochure (PDF).
Research
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