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Executive Coaching by Julia Weiss aims to unleash the full potential of her client in her / his varying roles, thus enabling the client to achieve a sophisticated and sustainable level of performance. Julia provides a learnable approach to[nbsp]identify constraints to growth and development[nbsp]at an early stage and to proactively manage them before they compromise the individual performance.
Together with her clients Julia defines attractive and appealing objectives that are shared and achievable for the individual and for the team. In doing so, Julia does not leave the learnings on a "esoteric" or abstract level. In contrary she facilitates their application to actual challenges in the corporate world – whether that would be questions of leadership, change management or strategic realignment.
Julia started her professional career as a Strategic Advisor, with focus on M[&]A, change management and organizational redesign in the media, telecommunications and automotive industry. She held several top management positions, lately as Managing Director Sales for an international media company. During this time she discovered the power of coaching to enhance the performance of executives as well as work teams and facilitate change processes.
Julia graduated from WHU in 1998 and from Harvard Business School in 2008. She is Member of the non executive board of the Leadership [&] HR program at ESMT, trainer and speaker for various topics including leadership and sales management.
More than a century ago during the period of rapid industrialization, the ‘human factor’ and his or her contribution was fitted into standardized structures and processes. Being successful in large and ever-growing organizations required the individual to understand and play ‘the rules of the game’ well.
“We have 90 offices with 30,000 employees and more than €50 billion assets under management.” I interrupt the ambitious young real estate consultant’s presentation to ask: “Is this the first slide you will be showing in the major pitch you have been preparing?”
„All of us are destined to shine like children do“. These words by Nelson Mandela came to me, shortly after an executive coaching session with a division manager from the finance industry. We had talked about our inner shares and related attitudes (child-attitude, parent-attitude and adult-attitude). We also discussed which attitude is the most useful in maintaining your self-efficacy in today’s challenging environment. While transaction analysis is all about the integration of these three shares, in coaching we use the power of the inner adult to set and achieve our goals, whilst being generous, brave and open to gain experience.
Executives often fall - after several years in the same position - internally sidelined and wait there for too long (for different reasons) before actively seeking the confrontation with their employer. The result: Most executives come to the conclusion that they should have tackled this issue much earlier.
There I was sitting. Already 25 minutes in the anteroom of the CEO, waiting. Not that I had been warned in advance that my conversation partner would be extremely busy. But of course I had shown up perfectly in time for the clearing conversation for one of his top managers from the first management level, responsible for 16.000 employees in more than 20 locations.
Originally I had suggested a meeting among the three of us. So, we could start coaching process with the same basis. But this suggestion was crushed by the CEO’s secretary weeks ago. He wanted to speak with me alone, the matter was critical.
A booming industry provides an encouraging ground for new entrepreneurs - be it through start-ups, spin-offs or management buy-outs. So does the real estate industry. However, not all of these start-up’s and spin-offs become equally successful - despite the fertile environment they incubate in. This is rarely a result of overconfidence of the new leaders, lack of market access or bad deals, but rather a lack of investment in the partnering on the top of the company - the newly found leadership team.
Why mid-Agers are the least happy group in our population
