As an advisor I address business managers with executive responsibility or another prominent management position in a company.
Managers on such decision levels often find themselves in situations where in terms of important topics of their leading role they
Sometimes the desired critical, constructive, trustful and „non-political“ partner or the necessary expertise is not available in a concrete management situation or decision process.
I understand the advisor role as an individualised support and accompaniment for managers in critical decision and change processes. It can focus on the development or reflection of options for action, serve the preparation or execution of a subsequent implementation and may include practical questions around business management and leadership.
Therefore the form can vary and run through different steps:
Depending on the topics my role changes between elements of
This will happen in mutual agreement and as a trusted partner with an external and neutral perspective.
Besides listening, asking, analysing and clarifying the process, my side will also include information, references, experience, methods, proposals, problem solutions and on rare occasions doubts and warnings.
In specific situations it may be necessary to include additional partners in the discussion or to directly involve a team of relevant key players in the work. As and when required in these cases my support can be expanded to include the required moderation and team facilitation.
Under certain conditions the co-operation may also touch on personal problems and development objectives which go beyond the pure business content and context. The inclusion of business coaching elements (see Management coach) in the advisory process can be agreed on in the mandate and positively influence and stabilise the result of the support.
The following subject areas describe key aspects of my work over many years. As an advisor I’m not only focused on the underlying business methods. First and foremost the successful management and the authentic leadership during the translation into concrete company structures very often form the kernel of the support and create the practical benefit.
Develop and structure the objective and direction of the company
Prepare vision, agree on values and change company culture
Investigate the need and decide on the scope of change with all options regarding effort and cost
Define and plan necessary changes with all elements and impacts
Ensure the support of all stakeholders and information flow
Understand change and all its repercussions and focus on human factors
Implement change and manage result, costs and time
Coordinate workstreams and maintain overview
Introduce external expertise and support and manage a proper selection
Create motivation and consider different cultures
Optimise workflow and organisation and adapt to each other
Harmonise business structures and ensure focus
Simplify legal setup in countries and implement all consequences during roll-out
The collaboration is largely based on a trustful 1 : 1 relationship. The duration depends on the topic and in most cases is quite a long-term process over several weeks or months.
The discussions take place in regular individual talks of one to three hours in general. The actual rhythm and expenditure of time is based on the urgency and flexibility of the client. Between these appointments additional conversations by phone can be agreed as needed.
Usually the work takes place in the client's offices. But external rooms can be used upon request. In this case an appropriate setting for conversations is provided in Berlin-City, Friedrichstrasse 133 (see Contact).
I work for clients in Germany as well as in an international context and the working language is German or English.
I would be happy to answer any further questions via the specified lines of contact.