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 should take place. We create an informal assessment and can then 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 insight 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:

• We regularly return to the original reason for the coaching: "How are the interventions we're doing here helping me at work?"
• The length of the sessions depends on how quickly a session gets to the point. We believe that a natural end makes more sense than meeting a 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.

Some problems cannot 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, further workshops or individual coaching sessions may be necessary. As with individual coaching, a workshop is preceded by a chemistry meeting with the most 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 tackled 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:

• the 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
• 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.

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.

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, the ability to look objectively at his or her own character structure, with all its dark sides; and second, not to lose consciousness of him 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.