Communication with the persolog Personality Model

With some people we understand each other almost without talking, with others, one misunderstanding follows the next. Why is that? This is because each of us communicates differently, handles situations differently and handles changes and stress according to one’s own manner. The persolog personality model (formally known as DISC) shows what lies behind this. However, it enables not just a deep understanding of individual characteristics, rather it also delivers tools with which we can improve our communication –and therefore the relations with employees, seniors and colleagues as well as with friends, partners and one’s own family.

My focus is therefore based upon developing the communicative strengths of each person, upgrading them and giving tips for further optimising – thereby promoting an essential element of social competence.

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Diversity Management

Complexity and networking are ubiquitous in our working environment. More commonly than in the past we are confronted with situations that we have not encountered before and therefore require innovative solutions. Therefore, what is most needed is utilising the whole diversity of the company, its non-material riches.

Successful diversity management achieves exactly that: The available scope will be appreciated and will be consciously raised with regards to new appointments. Young will impact upon old, experience upon daringness, female upon male competence, career changers upon those with a classic industry biography. Adequate differences for a constructive dialogue that promotes positives changes!

My focus within trainings, coachings and consultancy therefore channels ones perspective from the potential of diversity. At the same time, I support companies in building the bridges of understanding and exploiting potential for development that conflict has.

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Integrally guiding Change Projects

Necessary changes must be faced by every company. Formally, they are often quickly introduced. Therefore it commonly takes years for all employees to really understand the new concept, to support it and live it out. Clarity about what needs to done isn’t enough. Answers to the questions of why and whereto are needed for sustainable success. To add to that, ethical benchmarks that give orientation. What’s more, goals that breeds a determined will that leads one to a change of direction. Change projects only work when the cultural change emcompasses all company levels. Professional support helps that to happen. A diagnosis as to the current company culture will be constructed, drawing insight from the spiral dynaics model (Ken Wilber). From this basis, a definition of necessary modifications and concrete steps to its actualisation will follow – this will naturally all happen together with the clients.

My focus is based upon the supervision of small and medium-sized companies. Regarding large change projects, I co-operate with the Eisenschmidt Consulting Crew.

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The development of intercultural competence

In a globally connected world, the interaction across continents and cultures belongs to the order of the day. Geographical distances becomes overcome via technology, cultural distances have to be overcame with a lot of understanding, trust, humour, openness and empathy. These competences will be identified in the training and expanded through exercises. Cultural knowledge will be enlarged, ones cultural glasses be will critically examined. At the end is the awareness that ones horizon has moved one a good distance, or, to use the words of a participant: „It’s life-changing and surprising“ (PhD student from India, Lübeck high school)

Example of an intercultral training >

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Team development

Nobody is complete alone – a team can be. However, only when it functions correctly. A team is a sensitive structure that is highly productive and can be a source for motivation for its members, as long as communication works and co-operation is successful. Undealt with conflicts and intrigues dominate against this, and can quickly revert a team into its exact opposite.

In order to strengthen the team’s potential, the division of roles in the team will be analysed and optimised, the team culture will be defined together and a shared commitment to positive change will be created.

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Conflict management

Conflicts are a part of human life and – when executed consciously – a valuable motor for change and growth. Conflicts develop its destructive potential only when they are ignored for too long. This isn’t about hindering conflicts, rather spotting them early and solving them constructively. With the right tool, a lively and development-promoting culture of conflict can be established that will involve clarity, openness, closeness and trust on internally as well as externally levels.

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Nothing is more nerve-wracking as, in addition to general work stress the stress that comes with people who are exactly those from whom one would actually wish for support and relief: one’s own colleagues or business partners. Through the procedure of mediation I support my clients in the sorting out of work-related conflicts in a prompt and effective manner.

The concerned parties within a conflict situation accuse each other. Sometimes the communication between them breaks down all together, often they only talk about trivial matters. The smouldering conflict will be hushed up. The aim of a mediation is to leave the country of accusations or silence and to re-enter into constructive dialogue, a constructive dialogue that those involved in the conflict are openly not able to do on their own. This is where I can help as mediator, in which I intervene in a structured way and rebuild attention for one another as well as positive communication. In conflict mediation I put a special value into paying equal attention to the interests of all those involved in the conflict. Only when that happens can an effective solution be found. This is important so that people can work with instead of against each other in the future, and resources remain free for the occupation with the „actual” work-tasks.

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One-to-One coaching

„When you confront a problem you begin to solve it.”
Rudy Giuliani

  • Some people don’t trust in themselves enough to look at their problems in the eye – they don’t undergo coachings
  • Some people are like Rudy Giuliani: they only need to see the problem and immediately start to think about solutions – they don’t need coachings
  • And some see the problem so precisely and so big before them that all possibilities towards solutions are hidden. Coachings are the right way for exactly these people. With professional support they can find the solutions that they already have in them.

The following video shows in pictures how such an event may look like:


A team coaching aims for:

  • The unburdening of the problems of employees and raising the quality of work.
  • The assistance of continuity and mutual support
  • The shared development of new ideas and solutions

A team coaching offers colleagues a singularly occurring or continual support in their work. The mutual reflection on difficult ways of looking at a problem enable each member of the team to emotionally unburden themself. A change of perspective can be achieved that makes possible new solution-orientated ideas and to stimulate helpful processes.

Furthermore, differences within a team can be peacefully and constructively clarified within a coaching. The continuity and mutual support within a team can be assisted. The general job satisfaction of the team members will therefore raise. In addition, a prompt dealing with of current problems in the everyday work life can help the full manpower to be maintained and to raise the quality of their work.

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