Leadership development, Berlin
Leadership development that changes behavior
Organizations promote people for being excellent at the work, then expect leadership to follow by itself. It rarely does. Every step up asks a leader to let go of what earned the promotion and build something else in its place. That capability is built deliberately, or it is left to chance. Building it is my work.
Based in Berlin · in person across Europe · online anywhere
What I do
There are six ways of working together. Three of them are programs, in which a group of managers learns and practices alongside one another. The other three are coaching, with a whole team or with one person at a time. Where the right fit is not obvious from the outside, that is precisely what a first conversation is for.
Leadership transitions
For the points at which the role itself changes: a first team, the first move into leading other managers, or the first year with responsibility for a whole area.
Core leadership skills
The everyday craft that determines how a manager is experienced: how feedback is given, how work is handed over, how the difficult matter is raised, and where the hours go.
The Change Cycle
Six modules on the part of change that plans routinely leave out: its effect on people, and what genuine commitment actually requires.
Team coaching
Where the constraint lies not with one person but with the way a team works together, the work is done with the team itself and with what it has been leaving unaddressed.
Leadership coaching
For someone who has recently stepped into a larger role and has to grow into it while continuing to deliver in it.
Executive coaching
One to one, for a senior leader carrying a decision, a relationship or a pattern that has remained unresolved for months.
What usually prompts the call
Three situations account for most of the enquiries that reach me.
An excellent specialist has been promoted, and several months later the team is moving more slowly than before.
A significant change is on schedule on paper, while everyone can sense that people have not yet come with it.
A leadership team has a set of values on the wall that cannot yet be described as behavior on an ordinary working day.
How I work
Participants bring situations from their own teams, and the work is done on those rather than on constructed cases. That is why attention holds in the room, and why people leave with something they can use the same week. Most of the work is making visible what a leader already does, choosing one thing to change, and testing that change before the group meets again.
Anna has carefully guided me on a path to identifying my actual talents and my inner purpose.
Rolf Reinhardt, Senior Account Director, LinkedIn
I have become more thoughtful in determining my work and personal needs, and I have learned more about myself and my direct reports.
Adebimpe Abioye, Branch Manager, Access Bank Nigeria
Clients and partners
Access Holding · Hapag-Lloyd · Credo Bank · AB Bank · AB Bank Rwanda · AccèsBanque Madagascar · LinkedIn · Pink Collar Management
Questions people ask
Whom do you typically work with?
Managers at every level, from someone leading a team for the first time to a management team of long standing, together with the HR and development colleagues responsible for them.
Where does the work take place?
Berlin as a base, in person across Europe, and online wherever that is more practical for your people.
How is the investment determined?
The open programs are quoted per person, and one message is enough to receive the figure. Work built for a single organization is quoted once the group, the intended outcome and the format are known.
A conversation comes first
Thirty minutes, with no preparation required. Describe what is happening with your people and you will receive a straight assessment of whether and how I can be useful. Where something else would serve the organization better, I will say so.