Spaces for Leadership & Collaboration

Effectively shaping leadership and collaboration

What I can support you with:

Do you know such situations?

  • You want different perspectives in your leadership team. Yet your questions are initially met with silence—and in the end, everyone suddenly seems to be of the same opinion.
  • The leadership tandem has clearly agreed upon and communicated responsibilities. Nevertheless, important issues keep ending up with the same person. 
  • Your leaders are increasingly confronted with new demands – such as lateral leadership, hybrid collaboration, or transformation processes. At the same time, everyday work often lacks the space to reflect on leadership together and permanently anchor new ways of working.
  • Your managers attend seminars or trainings and appreciate the learning impulses from them – however, little changes in everyday management.

What this is often really about

At first glance, many of these situations look like a communication or leadership problem, and leadership competence certainly plays a role. But upon closer inspection, the root cause usually lies elsewhere: where roles, responsibilities, decision-making paths, and collaboration no longer fit the demands of the organization well.

Effective leadership therefore rarely arises solely through the development of individual leaders. It develops through the interaction of the leadership team, leadership roles, and leadership competence. Using these three levers, I support organizations in sustainably evolving leadership and collaboration.

Empowering leadership teams in their effectiveness

You want your leadership team not only to meet regularly, but to provide joint direction, stand by decisions, and work together effectively across departments. Perhaps this already works well in many situations – and at the same time, coordination costs an unnecessary amount of energy, or decisions are interpreted differently and repeatedly escalate.

Together we strengthen your leadership team's collaboration so that roles, responsibilities, and decisions provide genuine guidance in daily operations. Many of these dynamics manifest in a comparable way in cross-functional project teams—I also support here if needed.

  • You would like develop a new or modified leadership team.
  • Collaboration within the leadership team needs to be strengthened.
  • You want to make decision-making processes clearer.
  • Management teams want to remain capable of acting together even under pressure to change.

  • Executive retreats
  • Development processes across multiple stages 
  • Facilitated leadership dialogues

Successfully designing job-sharing leadership models

You want to establish leadership tandems or other forms of shared leadership responsibility. Roles and responsibilities may already be clarified – yet in everyday work, responsibility often still falls on individuals, or the interaction with the surrounding environment is not yet running smoothly. 

Because new forms of leadership do not become effective through organizational charts, but rather by shaping responsibilities, decision-making processes, and collaboration together in everyday work. I support you in this. One focus is on leadership tandems—a topic I know both from my own many years of leadership experience and from supporting organizations.

  • Introducing or developing co-leadership models
  • sustainably anchor new forms of collaboration in everyday work

  • Coaching of leadership tandems
  • Workshops on designing new leadership roles
  • Facilitated dialogues for clarifying roles and responsibilities
  • Accompanying the introduction of new management styles

Develop leadership skills

You want to empower your leaders – not through just another standard training program, but through learning opportunities that truly have a lasting impact in everyday leadership. At the same time, leadership should not rely purely on individual experiences, but should evolve continuously and in alignment with your organization's strategy.

Leadership skills grow where learning is closely linked to practice. Therefore, effective learning processes are created by combining reflection, exchange, experimentation, and concrete application in everyday leadership. Today, this increasingly includes how managers guide the use of AI within their own team and use it productively themselves—as an additional competency, not as a replacement for leadership.

Here I support you as a conceptual consultant as well as in the design and facilitation of development formats that fit your organization and integrate transfer into everyday leadership right from the start. Depending on the initial situation, we work closely with HR, talent development, and the responsible managers. In doing so, I combine my personal experience as a leader with many years of responsibility for leadership development and learning programs in an international corporation.

  • prepare new managers for their role
  • accompany experienced executives in their professional development
  • develop a shared mindset on leadership
  • Systematically promote learning and exchange in everyday leadership
  • strengthen the reflective use of AI in everyday leadership

  • Leadership development programs
  • Learning journeys and leadership workshops
  • Collegial learning and reflection formats

CFO: „What happens if we invest in our employees and they leave the company?“

CEO: „What happens if we don't do it and they stay?“

Quote attributed to Richard Branson

Developing the appropriate procedure together

Every organization has different prerequisites, goals, and dynamics. That is why we first clarify what really matters in your organization, who should be involved, and where the greatest levers for sustainable change lie. From this, a customized development process is created—depending on the specific issue, involving leadership teams, executives, HR, or organizational development, with formats that interlock meaningfully. 

Many issues operate on multiple levels at the same time. Therefore, where necessary, we supplement our work with management teams by, for example, One-on-one coaching, Learning formats or initiatives for the further development of collaboration and learning culture. This is how solutions are created that are not only convincing from a technical perspective, but also have a lasting impact in everyday leadership.

When leadership and collaboration become effective

For example, how you notice that something is changing:

  • Decisions are made where the knowledge is. Only matters that truly require a broader overall perspective are escalated to the next higher level.
  • In the leadership team, different perspectives are openly discussed—without anyone losing face. This results in more viable decisions and genuine shared responsibility.
  • Job-sharing leadership pairs are naturally perceived by their environment as a joint leadership team. Responsibility is visibly shared and decisions are made together.
  • Managers also find orientation together for new challenges. They reflect on their experiences, learn from one another, and continuously develop their leadership practice.
  • Learning becomes part of everyday leadership. New impulses are tested in daily work.

Selected Projects

Design and facilitation of a workshop series for the HR Executive Team

Daimler Financial Services AG

Design and facilitation of matching events for executives interested in job sharing

Mercedes-Benz Cars

Strategic responsibility for global leadership development and executive board consulting; including the design and management of a multi-month virtual learning series on current leadership topics for all managers

Mercedes-Benz Mobility AG

Contact us

Would you like leadership and cooperation
make more effective in your context?

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