An increasingly complex world brings with it more complex problems and requires a complex and global consciousness to solve them. In order to master the challenges of today and tomorrow, wise leaders and companies of integrity are needed. Organizations who cultivate a conscious approach to themselves and their stakeholders. Our mission is to support and accelerate the growth of awareness among humanity and organizations. Our experience in this work has taught us some basic principles that are listed below.


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The most important part at the beginning of any collaboration is to find out what the coachee needs in order to comprehensively fulfill his task in the world. That's why we start each collaboration with a Chemistry Meeting to find out if and how a coaching can take place. We create an informal assessment which allows us to decide which of our coaches will take the lead and whether additional coaches will be involved. From this follows our offer. During the Chemistry Meeting, we also give the coachee concrete insights into our methodology in order to show what he is getting involved in. Years of experience enable us to identify obstacles and growth potential at the first meeting. 

During the coaching we work according to the following basic rules:

  • The Here & Now always has priority. This means that we only deal with proposed topics when the emotional state allows it; if there is anything left to clean up or address, this is addressed first.
  • Mind and emotions are not considered as isolated entities, but always in their interaction with the body. Active bodywork is therefore also one of our most important tools.
  • We regularly return to the original reason for the coaching: "To what extent is what we are doing here helpful for my work?"
  • From the beginning, the coach takes on the paradoxical role of the leader-participant. He is responsible for the structure of the sessions and thus has a role of authority. At the same time he is also involved in the session with his own person (with thoughts, feelings and body) and is therefore a participant. He must show the same openness that he expects from the coachee.
  • Within IntegralWorks, we maintain a Radical Transparency culture that also includes individual coaching. All the content of the sessions can therefore be discussed within the team. This allows us to maintain internal quality control and the main coach has access to valuable advice from fellow coaches. If a client wishes to keep a specific topic confidential, they can request this at any time.
  • The length of the sessions depends on how quickly a session gets to the point. We believe that this natural end makes more sense than meeting the planned length. For this reason, we specify a variable duration in the planning and charge a fixed rate for each session.

As soon as a coaching is finished, we schedule a review meeting a few weeks later. There we want to check what influence the sessions had on the coachee's work. These meetings are important to us in order to be able to learn lessons for a more sustainable work.


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In many cases, problems cannot simply be solved by coaching individual employees. Systemic work in the whole team or in working groups becomes necessary. Only this allows to  

  • uncover well-rehearsed and often unconscious patterns in teams and
  • to find out why they were established - because the participants always draw a personal advantage from it, even if it is unconscious.

Depending on the results, preparational workshops or individual coaching sessions may be necessary. As with individual coaching, a workshop is preceded by a Chemistry Meeting with the important stakeholders. During this first meeting it is important to find out if and how a good cooperation is possible. In addition to insights into our methodology, an informal assessment of the participants already takes place. From the first meeting and the trainers' assessments, a timetable and an offer are then drawn up on how the challenges can best be addressed and what a specific workshop should look like.

In addition to the topics to be dealt with in the workshop, we place value on the following principles:

  • personal preparation and follow-up processing with the participants in order to strengthen psychological security and self-awareness, so that sensitive topics can be handled trustfully within the group
  • the Here & Now always has priority, which means, for example, if there is a significant resistance against the topic or elements of the workshop, this must first be addressed before the team can efficiently work on the topic itself.
  • planning and structural conditions are constantly reviewed by the trainers and adapted if necessary. This can mean, for example, that breaks or physical interventions are incorporated into the workshop if necessary.
  • the trainers take the paradoxical role of a leader-participant right from the start: they are responsible for the structure of the workshop and thus have a role of authority. At the same time they are also involved in the workshop with their own person (with thoughts, feelings and body) and are therefore participants. They must show the same openness that they expect from the participants.

We believe that a short review meeting a few weeks after the workshop will significantly increase the effectiveness of the work. It also shows the impact of the work on the team and the individual and helps us to achieve sustainable high quality work.

Start Up-Consultation

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One service that we particularly like to provide is to accompany a new project or even a new organization. We help to lay the foundations for an organization that actively promotes the development of its employees. This type of organization is also called Deliberately Developmental Organization or DDO (Robert Kegan). They build on the insight that their most important task is the development of their employees. Innovation, quality and economic success are direct consequences of this development.

Our task in supporting such a start-up project is to support the creation of an internal culture and of external structures that lead to this goal. Some of them are:

  • The employees bring their personality to every meeting and to any everyday task. Therefore, it is important that this is done consciously. The two skills that every team member must have are: first, to be able to look objectively at his or her own character structure, with all its dark sides; and second, not to lose consciousness of himself or herself in interactions, conflicts, and conversations. These two skills can be learned and actively promoted through structural adjustments in the organization.
  • Authenticity is the be-all and end-all in cooperation. When team members hide behind a mask of professionalism, this inevitably leads to misunderstandings, unresolved conflicts and weak trust.
  • Every mistake is an opportunity to learn and improve. Therefore, it is important that the internal culture supports the admission and resolution of mistakes.
  • An organization needs a vision that gives it a right to exist. This vision needs to be regularly renewed as well as current decisions be aligned with it.