The aim of our leadership coaching was to establish a strong and functional co-lead role and to strengthen responsibilities.

As part of this process, their personal motivation and specific challenges were taken into account. Building on this, we developed tailor-made structures to optimize the coordination and organization of their tasks.

The coaching process began with individual coaching sessions in which the co-leads reflected on their strengths and challenges and defined specific goals. In the following double coaching sessions, a shared vision, purpose and values were developed and tasks and responsibilities were assigned according to their strengths. Finally, the focus was on improving organizational collaboration and continuously monitoring progress. Structured reflection in the co-lead journal ensured that the defined goals were achieved effectively and sustainably.

As part of this workshop, the management team jointly defined the vision and purpose for the next financial year and formulated specific objectives.

The aim was to develop a clear direction for the coming years and to organize the tasks efficiently. At the beginning, the purpose of the company was formulated by bringing together the different ideas of the participants. The vision for the next three to five years was developed on this basis. Finally, concrete, measurable goals were defined that were in line with the purpose. The tasks were divided into concise packages and structured in a target matrix with deadlines, responsibilities and priorities.

The aim of our work was to develop sustainable team structures in the healthcare sector and to strengthen teamwork in the long term.

As part of the Loop Approach, practical methods were introduced to strengthen team collaboration in a targeted manner. Specific elements were integrated into six workshops that could be seamlessly transferred to employees' day-to-day work without causing additional effort.

The first module, "Clarity", focused on defining clear structures, roles and responsibilities. In addition, the team's purpose was developed, which taught employees to use tensions productively and see them as an opportunity for further development. In the second module, "Results", effective meeting formats were established and individual work processes optimized in order to increase efficiency and goal orientation. The final module, "Evolution", promoted the development of a constructive feedback and conflict culture, with a particular focus on non-violent communication and a positive approach to conflict.

The aim of this training was to strategically strengthen project management skills in the area of communication in order to specifically improve teamwork and communication with customers.

In three focused input units, practice-oriented approaches were developed that have a lasting effect on day-to-day work. At the beginning, existing project management methods were reflected upon and approaches for more transparent prioritization were developed. The focus was then placed on promoting open discussions and an active feedback culture, both within the team and when dealing with customers. The principles of non-violent communication (NVC) were developed for specific contexts and their integration into everyday working life was successfully prepared.

The aim was to optimize teamwork within the organization, define clear roles and thereby improve processes.

As a first step, we analyzed the current state of the organization. Individual interviews with all employees revealed where challenges lie and what changes the team needs. The focus was on roles, responsibilities and work processes.

A target model was developed together with the team to serve as a guiding principle for the future direction. Specific measures were developed in a workshop to create clear structures, improve processes and promote collaboration. Our final matrix provides the organization with a solid basis for implementing the measures developed in a sustainable manner.