How can an Executive to get professional help? Dr. Martin Hertkorn, coach in Berlin Center, told in this post by his experience in executive coaching and leadership training in Berlin. Both companies and non-profits are exposed to an ever-increasing complexity and dynamics. Here, the offer of the INQUA Institute for coaching Berlin with coaching and leadership workshop helps (in the following video you can have a short insight into the leadership workshop: the embedding of executives in the profit-driven economic system is in a two-way connection to the dynamics within the Organization, which are effective both at the structural level and at the micro level.) So, all employees are exposed to increasing demands. Coaching supports the executives to cope with this increasing complexity. It is all the more important to continuous conversion and development processes on a good management of the Organization to leave. Executives are in exposed to her role a huge responsibility. A leadership training is the development of leadership skills.

This competence is not self-evident, but requires a high degree of responsibility and awareness of roles, as well as a good balance between autocratic leadership and cooperation. And it is to learn. The leadership must ensure a future development of the company and on the other hand, she may lose employees not from the eyes. Here’s the coach Berlin, Dr. Martin Hertkorn, a possible point of contact. Through his leadership coaching, he supports employees in the professional context. The question of what makes a good leader, is not per se to answer. Different leaders have different management styles.

So it is for executives to live a leadership style of both their nature is, as also the well-being of the Organization and its employees. Harrison Owen describes in his book, the spirit of leadership”(Heidelberg 2001) with regard to a culture of constructive leadership several screws, to adjust it to measure adequately in a regarded: Control vs. self-organization: the guide is based on control or reliance on the personal responsibility of the employees? Tactics vs. authenticity: communicates tactfully and the role as supervisor in accordance with the leadership or get the employees to feel every whim of the Executive? Partners of vs. superior: the leadership as collegial and cooperative advisors or formally distanced authority is reflected? Recognition vs. criticism: a culture of recognition is being lived by the executives or employees for granted will be accepted and commented only in the form of negative feedback? Vision vs. operational day-to-day business: is lost the leadership in visions and neglected by the concrete concerns of everyday business or absorbs the day-to-day that total energy executives? Can these dimensions as a guide at the Developing a culture of constructive leadership serve as she can be profiled for example in executive coaching or in a leadership workshop, say a leadership training. In framework of such coaching or leadership seminar executives using the external perspective can schools in their self-reflection by her coach and develop new opportunities in the development of leadership skills. Dr. Martin Hammed, INQUA Institute of coaching, Berlin