The reasons for organisational changes are manifold and range from “hard” aspects, such as the optimisation of business processes and procedures, the improvement of interface management and the increase of flexibility, quality or innovation, to rather “soft” goals such as increasing employee satisfaction, identification, motivation and the ability to learn or the reorientation of power structures or hierarchies.
Typical questions brought up by my clients are:
- Employees should act in concert and work together constructively to achieve the company’s goals.
- Turbulences caused by changes in the company should be reduced so that all participants can work with confident again.
- Conflicts, whether within the team, between two employees or between manager and employees, should be defused and permanently resolved
As an Agile Coach I support your organization in becoming adaptable and self-learning.
The result of this work
- adjusted processes in the organization, and on the other hand also
- an organization that changes its processes independently as needed.
As part of the process support not only
- collaboration will change but also
- intrinsic values, beliefs, abilities and
- the knowledge of the individual team members in a now self-learning organization.
In the context of agile coaching
I observe and reflect on collaboration models and at the same time bring my practical experience from many different organisations to the table. It helps me to know the principles behind agility not only in theory, but to also recognize in reality their (non-) application and to communicate what I have seen in an appreciative way.
When an organization takes the first steps towards agility, this usually means
- a letting go for the management.
- less direct instructions,
- more decision-making space for the subordinates.
This disengagement however is not a passive “doing nothing” and just observing.
Quite the contrary is the case. As the management gives fewer direct instructions it opens up space to do more on another level.
- Set out and shape the context and framework,
- promote more direct interactions,
- ask more questions etc.
This is a personal change process in which I am happy to support managers and offer them a conscious approach to the associated fears, so that in the end their own (learning) success and the new design options outweigh the fears.
A change in the organization, e.g. through a new strategic orientation or a merger is a delicate change of “key”. This is only possible if all employees play their part in the implementation. I accompany the change in your company – analytically, holistically and systematically.
I attach great importance to the fact that all participants have a clear goal in mind. That they understand why there must be change. That they are motivated to contribute to the successful implementation of change. And that there are realistic timetables.
From my point of view, the following factors are important if you want to be successful in a change management situation:
- Clarity with regard to the goals
- Participation of those concerned
- Change as a constant process of dealing with and adapting to changing external conditions
- Transparency about roles, responsibilities and parties involved
- Comprehensive, continuous and honest communication right from the start
- Closed, decisive and at the same time sensitive action and leadership by the management
- difficulties and crisis in the change process to be put on the table – and clarify the issues
- fast delivery of first visible achievements and milestones
Most important, in my opinion, is the attitude of the management and its willingness to face the manifold challenges of the change process with all its surprises. This also means being open to learning and understanding one’s own difficulties and fears as well as the worries and fears of the employees.
An attitude of questioning and searching for solutions combined with continuous monitoring of the process creates an important basis for this – also for one’s own credibility towards the employees.
When conflicts do not lead to solutions, ultimately the entire company will suffer. Here mediation helps. As a mediator, my focus is on functioning solutions, whereby I am always neutral towards the conflict parties. I want to achieve a result that is viable and feasible for all parties. Such win-win situations are achieved when the common interest in a solution is greater than in failure.
In the past, mediation has enabled me to solve many dissonances in very different constellations: with individual employees, managers or entire teams.
Requirements for mediation
Mediation can only be deployed when the following prerequisites are met to everybody involved
- Participation is voluntary.
- Participants are willing to communicate fairly.
- The parties to the conflict are open-minded about the solution.
- The conflict is confined.
- The content of the mediation meetings will be treated confidentially.
- The participants are prepared to disclose all the content required for clarification.
Mediation typically takes place in five phases, which cross over into each other in practice. It begins with the preliminary phase with making contact and informing the participants about the procedure. This is followed by the five phases
- Kick-off meeting to clarify the mediation topics
- Point out the individual participants’ views
- Conflict analysis and understanding each others standpoint
- Development of solutions and remedies
- Making agreements to which the participants agree unanimously
The end result is the implementation of solutions and agreements in practice.
“With her emphatic appearance and competence, Mrs. Pleterski succeeds in having workshop participants expand their self-image throught critical self-reflection and individual coaching.”
Head of Department, BW Bank
“In team processes, Mrs. Pleterski succeeded in very quickly building trust with the team members, starting a team process and accompanying the further development process in a structured and target-oriented manner with follow-up training sessions.”
Management Team 3rd + 4th level, BW Bank
“Mrs. Pleterski has been accompanying me as an individual coach for years. Every contact and every conversation brings me considerable added value and benefits for my role in middle management in a bank’s private customer business.”
Head of Department, BW Bank
“Mrs. Pleterski is a good sparring partner for me, helps me to reflect deeply and systematically in the conversation, takes on tasks that the next higher level unfortunately does not execute.”
Head of Department, BW Bank
“Now I have clarity, good that I could talk to an external, that helped me a lot.”
Head of Department, BW Bank
“My team was enthusiastic about a workshop for the first time, finally we had something concrete and no drivel, we implemented everything from the workshop.”
Group Leader, BW Bank
“As a manager of a large company in the German banking industry, I have been accompanied by Mrs. Pleterski for many years. I particularly appreciate the fact that Mrs. Pleterski, with her experience, social competence and know-how, can always get involved with the special requirements of the respective topic. They are not ready-made solutions, but individual assistance that enables constructive approaches, even in difficult management tasks. That is why I personally, but also my employees, highly value the input we receive from Mrs. Pleterski again and again.”
Head of Department, LBBW
“The cooperation with Mrs. Pleterski is very successful for all participants, as she can quickly and very well put herself in the position of her colleagues and thus support them with constructive suggestions. She does not only take care of the symptoms, but also always tries to get to the core of the problem / the current situation and thus supports not only me but also my colleagues in “working together” in an excellent way. Working with her is also a lot of fun, as she always has an open ear for all needs and worries, even when faced with challenges.”
Division Head, LBBW
“I would like to that you very much for the extremely trusting cooperation in recent years. You have made a decisive contribution to my management team as what it is today: a closely knit group of people who support each other without reservation, with a strong will to perform, and where they are all loyal to each other and get on very well. I am very proud of this team.
You have supported me personally not only during our meetings and the super-efficient preparations but also consistently in between projects in giving me numerous thought-provoking impulses. Once again my sincere thanks for the extremely close cooperation.”
Head of Department, Rheinland-Pfalz Bank
“It was a great enrichment for me to get to know Mrs. Katja Pleterski during a mediation session. She is very human, sympathetic, trustworthy and sensitive. Mrs. Pleterski is a good listener and analyzer. I immediately had the feeling that she could put herself in other people’s shoes and I was amazed at how quickly she grasped problems and hit the nail on the head. I can recommend Mrs. Pleterski at any time and wish her all the best both professionally and privately and continued success.”
Clerk, Daimler AG
“Whoever looks in the mirror can recognise himself. This is how the hidden treasures can be uncovered. Thank you, dear Ms Pleterski, for helping me to a better understanding of myself – with respectful empathy, careful listening and her refreshingly different thoughts!”
“I am very grateful for Katja Pleterski’s highly professional support during my coaching process. Ms. Pleterski is always in a position to maintain – sometimes very emotional – the process and to steer it extremely competently. I was able to open up very quickly and build up a great deal of trust in her due to her affectionate nature and the form of the conversation. That was particularly important and valuable for me. I greatly appreciate her humour, empathy and expertise. She leads the process with wonderful easy and creates the necessary depth at the points in the process that are important to me. I am very happy that I was able to follow this clarifying path, especially with her as a coach.”
Team Leader, Daimler AG
“I appreciate the absolute professionalism of Mrs. Pleterski, who creates sufficiente room for discussion even in very conflicting situations and brings acceptable solutions possible for everybody forward. This applies to individual coaching as well as team workshops. In individual coaching, she develops experienced managers remarkably further and manages to stabilize new managers in their roles to make them more effective.”
Board of Directors, Kreissparkasse
“I met Katja in a need to feel more confident in my leadership role.
Katja helped me to reflect on my actions and thoughts in a way that I further managed to build trust in myself.
She is focused, trusting, observant and very knowledgeable but also a very good listener and a communicator.
A session with Katja is like playing tennis with my own thoughts, with the time she helped me get a better understanding of my actions and equipped me with many powerful tools to handle the day to day situations, problems and conflicts.
My work with Katja is meaningful, insightful and derives diverse perspectives that help me grow as a confident and inclusive person and leader.”
Head of Department, Mercedes Benz
“The coaching was effective from the first hour. It is very practical and offers concrete help. Ms Pleterski is empathetic and experienced, the basis of trust was there immediately. The individual coaching helped me to better understand my inner mechanisms and, last but not least, to find my professional orientation again.”
Group Leader, TRUMPF
Contrapunkt Consult GmbH
Tel.: + 49 – 7151 – 911 98 69