Spaces for leadership & collaboration

Shaping leadership and collaboration effectively

What I can support you with:

Depending on your starting point, we work with different levers: team development for your leadership team or leadership tandem, or leadership competence for individual leaders.

Do any of these sound familiar?

  • You want different perspectives within your leadership team. But your questions are met with silence at first – and by the end, everyone suddenly seems to agree.
  • Your leadership tandem has clearly agreed and communicated responsibilities. Yet important issues still keep landing 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 leaders attend seminars or training and value the impulses they get from them – yet little changes in their day-to-day leadership.

What 's often really going on

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

Effective leadership therefore rarely comes from developing individual leaders alone. It develops through the interplay of the leadership team, leadership roles and leadership competence. I use these three levers to help organisations develop leadership and collaboration sustainably.

Strengthening leadership teams' effectiveness

You want your leadership team not just to meet regularly, but to jointly provide direction, own decisions and work effectively across departments. Perhaps this already works well in many situations – and at the same time, coordination costs unnecessary energy, or decisions are interpreted differently and keep escalating.

Together, we strengthen your leadership team’s collaboration so that roles, responsibilities and decisions genuinely provide direction in everyday work. Many of these dynamics show up in a similar way in cross-functional project teams too – I support this as needed.

  • You would like to develop a new or modified leadership team.
  • Collaboration within the leadership team needs to be strengthened.
  • Decision-making processes need to be clarified.
  • Leadership teams want to remain able to act together, even under the pressure of change.

  • Leadership retreats
  • Multi-stage development processes 
  • Facilitated leadership dialogues

Shaping leadership tandems successfully

You want to establish leadership tandems – also known as job sharing in management – or other forms of shared leadership responsibility. Roles and responsibilities may already be clarified – yet in everyday work, responsibility still often rests with individuals, or things aren’t quite running smoothly with the wider environment. 

New leadership forms don’t become effective through org charts, but through jointly shaping responsibilities, decision-making processes and collaboration in everyday work. I support you here. One particular focus is on leadership tandems – a topic I know both from my own many years of leadership experience and from supporting organisations.

  • Introducing or further developing co-leadership models
  • Sustainably embedding new forms of collaboration in everyday work

  • Coaching for leadership tandems
  • Workshops on shaping new leadership roles
  • Facilitated dialogues to clarify roles and responsibilities
  • Support in introducing new leadership forms

Advancing leadership competences

You want to strengthen your leaders – not through another standard training course, but through learning offerings that genuinely have lasting impact in everyday leadership. At the same time, leadership shouldn’t depend purely on individual experience, but should keep evolving in line with your organisation’s strategy.

Leadership skills grow where learning is closely tied to practice. That’s why effective learning processes combine reflection, exchange, experimentation and practical application in everyday leadership. Increasingly, this also includes how leaders guide the use of AI within their own teams and use it productively themselves – as an additional competence, not a replacement for leadership.

Here, I support you as a conceptual advisor, as well as in designing and facilitating development formats that fit your organisation and consider the transfer into everyday leadership from the very start. Depending on the situation, we work closely with HR, people development and the responsible leaders. I combine my own experience as a leader with many years of responsibility for developing leaders and learning offerings within an international corporation.

  • Preparing new leaders for their role
  • Supporting experienced leaders in their ongoing development
  • Developing a shared approach to leadership
  • Systematically fostering learning and exchange in everyday leadership
  • Strengthening a thoughtful approach to AI in everyday leadership

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

CFO: 'What happens if we invest in our people and they leave?'

CEO: 'What happens if we don't, and they stay?'

Quote attributed to Richard Branson

Shaping the right approach together

Every organisation brings different starting conditions, goals and dynamics. That’s why we start by clarifying what really matters in your organisation, who should be involved, and where the biggest levers for sustainable change lie. From this, a tailored development process emerges – depending on the question, working with leadership teams, leaders, HR or organisational development, with formats that fit well together. 

Many issues affect several levels at once. That’s why, where useful, we complement work with leadership teams with individual coaching, learning formats or initiatives to further develop collaboration and learning culture. This creates solutions that don’t just convince on paper, but have lasting impact in everyday leadership.

When leadership and collaboration become effective

Signs that things are changing, for example:

  • Decisions are made where the knowledge is. Only what genuinely needs a broader view moves up to the next level.
  • In the leadership team, different perspectives are openly discussed—without anyone losing face. This results in more robust decisions and genuine shared responsibility.
  • Leading job sharing tandems are naturally perceived by those around them as joint leadership. Responsibility is visibly shared, and decisions are made together.
  • Leaders find shared direction even for new challenges. They reflect on their experience, learn from one another and continuously develop their leadership practice.
  • Learning becomes part of everyday leadership. New impulses are tried out in daily work.

Selected projects

Designing and facilitating a workshop series for the HR Executive Team

Daimler Financial Services AG

Designing and facilitating matching events for leaders interested in job sharing

Mercedes-Benz Cars

Strategic responsibility for global leadership development and executive board consulting; including designing and running a multi-month virtual learning series on current leadership topics for all leaders

Mercedes-Benz Mobility AG

Get in Touch

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

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