The aim is to enable leaders to always keep an eye on the vision, the purpose and the strategy when leading. This becomes very necessary to move leaders from operational towards transformational leadership.

Situations that may be appropriate are when

• holding a senior leadership position
• there is a transition to senior leadership position
• preparing for a senior leadership position
• adapting to significant strategy changes in the organization (acquisition-merger-leaders team changes)

Teams are new champions. Colloboration is a must for high performing teams. You may want to tap the potential of your team and create a team friendly environment.

Situations that may be appropriate are when

• the leader is assigned to lead a team fort he first time
• the team performance needs improving
• there is a need to break silos
• developments triggering negative emotions occur
• there is a serious decline in motivation in the teams

The aim is to enable leaders to communicate and act confidently, be collaborative in their relationships, to strengthen their representation skills and to create the impact they want.

Situations that may be appropriate are when

• executive presence needs to be strengthened
• the leader is preparing for a higher position
• the leader needs to move from an aggressive to a constructive attitude
• the leader needs to move from a passive / passive aggressive to a constructive attitude

We support the development of women leaders to focus on their strengths. We raise awareness of women’s complementary characteristics. It is a hybrid approach in which tactical tools are shared in addition to coaching, as it combines competence development and emotional resilience. For this, it starts with the “My Perspective of Women in Leadership” study that we prepared as Motiva. The study is based on self-evaluation and observations of stakeholders.

Situations that may be appropriate are when

• a woman leader is in the transition to a leadership position
• female talents need to be supported
• leader is returning from maternal leave
• marital statue change

It is to ensure that the leader focuses on their emotional resilience, gains deep awareness (mindfulness), recognizes their feelings, and creates an action plan.  Support is provided for the development of self-compassion and self-regulation.

Situations that may be appropriate are when

• there are challenging changes at work
• a crisis needs to be managed effectively
• the leader needs to stay in the moment of high uncertainty
• the leader needs to build emotional balance at important turning points of their lifes such aso

1. • Becoming a parento
   • Changing in marital statuso
   • Supporting chronically sick relativeso
   • Significant ailmentso
   • Loss of loved oneso
   • Country or city change

In order to unlock the potential of the team, it is important to ensure that leaders acquire the necessary skills to build trustful relationships and create psychologically safe environment.  We support leaders for a non-judgmental mind, a curious approach for discovering values and encouraging style.

Situations that may be appropriate are when the leader needs

• to create a trustful environment
• to retain talents
• transition to team management
• to improve team engagement 
• to motivate talents and the team
• to restructure the team
• to manage remote teams
• to move from task to people-oriented culture
• to work with challenging goals
• to build feedback culture

It is becoming more challenging to keep teams’ performance high. The dynamics of the team needs to be closely observed. The mediation role of the leader is required for supporting relations in the team.

Situations that may be appropriate are when the leader needs

• to move to team management
• to mediate conflicts in the team
• to create trustful environment
• to improve team engagement
• to motivate talents and the team
• to restructure the team
• to manage remote teams
• to rebuild trust in the team
• to move from task to people orientation culture
• to work with challenging goals

Diversity in a team is a bless only when it is managed well. On the other hand, it can be a curse if diverse perspectives are not spoken out non-judgmentally around the table. The leaders need strong self-awareness to tackle with their own prejudices as well as avoiding it in their team.

Situations that may be appropriate are when  

• Working with people of different genders
• Working with people from different country cultures
• Working with people from different subcultures
• Working with people from different perspectives

Change is continous and can be daunting sometimes. Emotional and mental dimension of change might be difficult to manage for a leader during VUCA* times.

Situations that may be appropriate are during times of

• strategic change
• change of any relevant factor
• organizational change
• culture change
• personal life changes

*VUCA is an acronym coined in 1987, based on the leadership theories of Warren Bennis and Burt Nanus – to describe or to reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations.

In today’s world, where uncertainty is increasing its impact day by day, intuitive thinking and innovative problem solving gain more importance. We support to stretch the client outside the comfort zone of their conventional problem solving methods with creative and innovative practices.

Situations that may be appropriate are when

• adapting to the works that require innovation
• breaking the traditional point of view
• taking risks and being open to different perspectives
• adapting to changing processes
• adopting cultural transformations
• in need of creative problem solving in uncertainty

It is an approach that aims at an effective adaptation process in which the client determines the agenda for a period of 3 months, in order to adapt to a new position. It is a customized design for the position and the client needs.

Situations that may be appropriate are when

• returning to job after a break
• there is a transition to a new institution
• onboarding to a new task
• onboarding to a higher level

Relationship management is important in multi-stakeholder working styles. It is a coaching approach that aims at creating relationships that include emotional security and assertiveness necessary for the context.

Situations that may be appropriate are when

• leading projects
• working with different business units
• organizing and coordinating multiple stakeholders

It is an approach inspired by logotherapy that enables people to define their purpose and to meet with their values.

Situations that may be appropriate are when

• applying a meaning to change
• developments triggering negative emotions occur
• there is a serious decline in motivation in the teams

Our strengths are our natural resources. It is an approach activating the process in situations where strong features need to come to the fore strategically. By identifying the features that distinguish the client, to contribute to the success story of the institution even more.

Situations that may be appropriate are when

• strengths need to come to the fore strategically
• rapid gains must be created
• extraordinary results need to be created
• competitive advantage through innovation is critical

It is an approach to facilitate learning. During change we need to unlearn, freeze and learn again. For those who are on a journey of transformation, the learning needs to be accelerated.

Situations that may be appropriate are when

• there is a significant and challenging transformation
• the client is new to the institution or position or task
• the client needs to grow a new skill

There are times when you need to drive change, respond to resistance in a constructive way. It is designed to share tools to enhance the persuasion skills, to be present and influential leave a mark on your environment.

Situations that may be appropriate are when

• working with a team that needs to be inspired and motivated
• resistance is encountered
• it is necessary to focus on long-term vision and goals
• there is a need for executive presence
• there is a leadership stance

We avoid communicating for various reasons at points where the sharer is emotionally challenged and the recipient of the message is likely to have an emotional response. This approach is designed to prevent this and to convey difficult topics without drawing them into the emotional field.

Situations that may be appropriate are when

• there is a resistance
• there needs a warning to be given
• there is a need to talk to a emotioanlly charged person
• there is a dismissal
• expectations are not met and promises are not kept
• there is a need for developmental feedback

When many economic, systemic, social and organizational changes occur, it becomes impossible to foresee and it becomes difficult to make effective decisions. This is particularly inconvenient for those who work with structured layouts. This increases anxiety. This approach is designed to comfort people in these situations and to support intuitive intelligence.

Situations that may be appropriate are when

• there is a significant and challenging change
• decisions need to be made with multiple and complex parameters
• there is a need to get out of comfort zone

It is necessary to understand the dynamics of achieving the result. In the process, many factors may be undermining the flow. This is sometimes caused by the way other stakeholders work, sometimes by inconsistent messages in the system, and sometimes by the profile of the person. It is designed to detect these and enable the person to reveal their driving force by increasing both their competence and courage.

Situations that may be appropriate are when

• things slow down or need to be faster
• there are problems related to inefficiency
• the employees give up without trying to overcome obstacles

It is not always easy for our talents to appear spontaneously in large and crowded organizations. Creating followers for what we want to progress in our career or do in business may require a strategy. This approach is designed so that people who have no experience in this field can express themselves more effectively and create opportunities to be visible.

Situations that may be appropriate are when

• talents are overshadowed
• other values overweight to make self marketing

Managing time and working effective become challenging in an environment where there are many disruptions. The leaders need to manage time and energy. This approach is designed to focus on creating a well-balanced agenda.

Situations that may be appropriate are when

• there is a possibility of burn out
• there are problems about not meeting deadlines
• there is a work-life balance problem
• there is perfectionism
• there is the problem of saying no
• there is a problem to delegate and empower