COACHING

Coaching goes back to the English word “coach”. What today is the bus used to be the coach, i.e. a base on wheels whose direction and speed is defined by the coachee, i.e. the coachman. Taking a coach is faster than walking, for example. We see ourselves as clarification agents and enablers who help you advance (faster). You will perceive us as sensitive and challenging, knowledgeable and intuitive with a wealth of experience. When you are looking for the right coach for you, a healthy balance of mutual agreement and friction at a ratio of 80:20 will be more important than the method the coach relies on.

Unlike therapy, which is about working on the past and integrating it into the present, coaching is about activating the client’s potential and optimally using it to achieve future goals. We sometimes use a range of models, for instance from communication psychology, to illustrate certain behavioural patterns or interactions and their impacts. Training content is commonly conveyed through models, explanations and exercises. Yet training is different from coaching mainly in that its structure and content are pre-defined. Participants take home whatever they are able to transfer.

We use the systemic approach in principle. In other words, we assume that clients subconsciously already know the solution that is best for them. Our task is to uncover this knowledge by asking the right questions and harness it. The systemic approach in coaching takes account of a client’s origin, life situation, experiences and environment, in other words the system in which (s) he belongs. It dissolves mental blocks and integrates the themes in a way that changes/improves things in the long run. Our clients are able to transfer and apply their bespoke solutions to similar and future scenarios.

Many people are unaware of the power the images in their heads have. This is where hypnosis in coaching comes into play. It starts where conscious thinking stops and accesses the potential of the subconscious mind. Guided relaxation exercises activate other brain areas, which enhances creativity and creates positive experiences. Hypnosis in coaching works at a level other than the cognitive level. Clients who attend hypnosis coaching describe their experiences as more profound, freeing and easier to implement.

People who live their emotions, thoughts and actions and stay true to themselves at the same time live in resonance. In other words, they are one with themselves and their environment, which enables them to enjoy holistic health and live in harmony with others.

We start with helping you discover and free the power and potential within you.

“Everything lies in us” is a major principle of the NLP-Resonanzmethode® (resonance method). Coaches working with this method have a very positive basic attitude towards life. Free of expectations, they encourage and respect the coachee. Together with the coachee, coaches discover, transform and manifest the potential and power within the coachee. Unlike other forms of therapy the NLP resonance method is not confined to thoughts based on language and beliefs, but always incorporates the non-verbal, image level of the subconscious mind as well.

WORKSHOP  MODERATION

Being able to stay focused and work efficiently for once! This is often easier with an external moderator accompanying the team. In particular in delicate situations or those that affect participants personally someone who is not part of the company can bring calming neutrality or pleasantly fresh thinking into the team. There are many reasons why a team workshop is a good idea:

– All participants wish to contribute their expert knowledge and not worry about time schedules

– An interface between two teams does not work

– New executives or persons join the team

– The team delivered excellent work and should be rewarded/feels a reward is in order

– A team wants to develop and grow

– There are communication hiccups which need to be ironed out

– A process needs clarification

– There is a conflict between, for instance, team leader and team members

– The team want to develop a joint vision, and

lots more. How can we support you?

Understand, structure, visualise – that’s how we will proceed if you ask us to conduct a workshop. In a preliminary talk (preferably face to face) we will establish why you are interested in the workshop, what you want it to be about and what you hope to achieve. We will advise you on the setting and duration of the workshop and, if required, will be pleased to help you choose a method to enhance the experience and book a suitable location. You can, of course, also use our premises. We will prepare a workshop itinerary customised to your needs. The itinerary is not fixed; we can flexibly adjust it as the participants or the situation may require.

We will, of course, document the workshop results and provide them to you in the desired form. To ensure a lasting impact, we will hold a final talk with the team leader/department head and would be delighted to learn if the agreements reached at the workshop have been implemented.

EXPERIENCE-ENHANCING EVENTS / METHODS

Workshops are often perceived as moderated events where someone at the front sends out messages and connects the thoughts of all attendees on a specific subject. On top of addressing auditory or visual skills, a workshop can – if the opportunity presents itself – also make participants feel the content. We usually recommend holding an experience-enhancing event, for instance an evening programme, and will be happy to advise you on the conceptual design of your event and how you can enhance it. You can rely on us being independent, up to date and inspiring at all times.

  •  Issue: determining the interface between two departments of a company
    • Example: cooking event followed by a joint meal
  • Issue: getting rid of “hiccups” in the team‘s communication
    • Example: outdoor rally with walkie-talkies where participants are required to co-ordinate their actions (various difficulty levels)
  • Issue: creating team identification
    • Example: shoot a film with the team
  • Issue: dealing with declining resources Thema: Ressourcenverknappung
    • Example: outdoor event with scarce material and challenging tasks

GRASSROOTS PRICIPLE

If working methods, processes or tools (e. g. IT) or even the mindset (automation/digitalisation/ new leadership) at a company change or are planned to be modernised, a lot will depend on what the leader can achieve. Besides implementing the changes – often perceived as projects – leaders are also expected to ensure that day-to-day operations run smoothly. While executives envision the “what”, CORRATIO is in charge of the “how”. We are experts in supporting people in times of change.

At the beginning of a change process we define the scope of our services with the division head or the managing director of the organisation. CORRATIO usually supports the change process over a period of two years at irregular intervals. We hold team workshops to ensure the initial transfer of the task and meet the persons involved. Large-scale events, such as department or employee meetings, will solidify the effort. Gradually, the demand for individual talks rises. We meet that demand to start the multiplier effect. Sometimes we follow up with training that conveys “change” knowledge, however most of the time it is sufficient to talk about it when we moderate specialist workshops.

Regular co-ordination with the leader/client who engaged us to continuously adjust the strategy is a must, as is conducting leadership team workshops at regular intervals. They ensure the sustainability and implementation of the themes defined. Sometimes it helps to stage an experience-enhancing event to ensure that the change is not only thought but felt as well.

Instead of a fixed project structure we prefer working in line with the Scrum principle, i.e. we strive to meet the requirements of the participants and persons concerned. In our experience it is sufficient to tend to each employee for one hour a year on average in order to get the team into change mode and motivate them to go along with and ideally drive change processes.

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