THE CORe

Job Identity

admin — Wed, 05 Nov 2025 07:40:41 +0000

When the Job Becomes a Core Part of Identity

In this era defined by volatility, uncertainty, complexity, and ambiguity -the so-called VUCA world—leaders and teams must continually adapt and reconsider what constitutes professional success. A recurring theme in my coaching practice is the challenge faced by individuals who anchor their sense of self to their job role. While this deep identification can drive extraordinary commitment and outstanding results, it also introduces substantial challenges for both the individual and the organization.

A Case from Coaching Practice

Recently, I coached a talented manager who was facing persistent problems with a group leader in the Construction department. This group leader, highly competent and deeply dedicated, was convinced that the organization’s achievements hinged exclusively on her personal involvement. Despite repeated guidance from senior management to delegate more responsibilities and establish healthier boundaries, she continued to micromanage and work excessive hours, including weekends and holidays.

The impact of this approach is multifaceted. Overidentification with her role affects her physical and mental health, limits the team’s growth, and undermines autonomy among her direct reports. Suggestions to change her approach are perceived as direct challenges to her identity, triggering discomfort and resistance.

Understanding the Dynamics

This scenario is common. When professionals, like this group leader, derive their self-worth and purpose primarily from their job title, any attempt by their manager to encourage delegation or foster new leadership behaviours can cause genuine anxiety. The underlying fear is a loss – of status, value, or relevance within the organization.

Expanding Identity Beyond the Role

As the group leader was not open to direct coaching, we discussed possible management interventions:

Reflective Dialogue: If the working relationship allows, the manager might use targeted questions such as, “What strengths or interests do you have outside your current role?” or “How could success also be measured by the growth of others?” Such inquiries can gently broaden perspectives on personal identity.
Normalizing Change and Vulnerability: By reframing change as a natural evolution toward leadership maturity rather than a threat, leaders can see adaptability as essential in a VUCA environment, and vulnerability as a potential strength.
Incremental Delegation: Practical experiments with delegation can demonstrate the positive impact of collaborative leadership. A step-by-step approach allows the leader to experience increased departmental efficiency firsthand.
Supporting Well-being: It’s important to discuss how true leadership combines efficiency with balanced self-care. Promoting mindful detachment, healthy boundaries, and sustainable work habits supports the vitality of both leader and team.

This process can be time-consuming and requires active support from the entire organization. In this case, the manager planned to use these interventions in individual meetings, making it clear that change is expected soon.

Conclusion

Anchoring identity to a single job function is understandable, especially when professional achievement is highly valued. The solution lies in expanding both personal and professional identity, embracing adaptability, and fostering environments where growth and resilience are celebrated collectively.

For the Manager: Leadership, ultimately, is about promoting growth and setting standards for performance.

Der Beitrag Job Identity erschien zuerst auf THE CORe.

Fairness is not a soft skill

admin — Wed, 05 Nov 2025 07:25:04 +0000

Fairness is not a soft skill – it’s a strategic asset.

There are many reasons why clients seek business coaching, but most share one essential goal: they want to feel fulfilled in the effort they invest at work. Fulfilment isn’t just about achieving results – it’s about believing those efforts matter and are treated fairly.

It’s well known that people usually leave managers, not jobs. One theme that comes up repeatedly in coaching sessions is frustration among motivated employees who struggle to accept that underperforming or disloyal colleagues seem to face no consequences – and sometimes even enjoy protection from management. Leaders often justify it with comments like: “She’s been here since day one,” or “He knows the company systems inside out – we can’t risk losing him.” While understandable in the short term, these justifications slowly erode trust, morale, and the sense of shared accountability.

In any organization, fairness and consistency act like invisible glue. They hold together engagement, trust, and productivity. When fairness falters, even the most dedicated employees begin to question their commitment.

The Emotional Impact of Unfairness

When high performers see colleagues tolerated or rewarded despite poor performance, psychologists call it procedural injustice. It isn’t just frustration about outcomes—it’s the deeper feeling that workplace rules aren’t applied equally. That inconsistency damages trust in leadership and weakens confidence in the systems meant to ensure accountability.

As a coach, I often hear a variation of the same question: “Why should I care so much when others get away with mediocrity?” It’s not a complaint about workload—it’s about dignity. Fairness is closely tied to self-worth. Employees who once believed in their company’s values start to emotionally detach when they see those values upheld selectively.

One manager once told me, “If you want something done, give it to the busiest person.” Such patterns are common. Loyal employees are often overloaded because managers rely on them more, assuming they won’t resist. Meanwhile, underperformers are shielded from extra demands – a dynamic some call the loyalty penalty. Dependable team members carry heavier loads without recognition, while others evade scrutiny. Over time, this imbalance corrodes trust and motivation.

The Organizational Blind Spot

Managers often underestimate how destructive inaction can be. Avoiding confrontation might feel kind or politically safe, but silence communicates its own values. When underperformance or disloyalty goes unchecked, it quietly normalizes mediocrity.
Ironically, most leaders don’t avoid action out of negligence but out of avoidance fatigue. They fear demotivating others or being seen as punitive. But true fairness isn’t about punishment – it’s about predictability, transparency, and trust. It means everyone knows the rules and believes they apply equally.

Leading with Clarity and Accountability

The best cure for perceived unfairness is clarity of process. Employees must understand what good performance looks like and what happens when standards aren’t met. Studies show that transparent, consistently applied systems build a strong sense of fairness – even when the feedback is tough.

From a coaching perspective, a few practices make the biggest difference:

Anchor accountability in shared values. Link feedback to company values rather than personal traits. This depersonalizes difficult conversations and reinforces alignment with purpose.
Invite multiple perspectives. Incorporate feedback from peers, customers, and collaborators to reduce bias and strengthen credibility.
Explain decisions openly. Make both the “what” and the “why” of decisions visible. A lack of transparency often demotivates more than the decision itself.
Recognize loyalty publicly. Honest acknowledgment of consistent effort sends a strong signal that dependability is valued just as much as performance outcomes.

Fairness doesn’t mean every outcome feels good. It means processes are transparent, reasons are explained, and accountability is distributed evenly. In that environment, trust becomes a competitive advantage.

Fairness is not a soft skill – it’s a strategic asset. When organizations reward contribution, confront misalignment, and communicate transparently, they build resilience and long-term loyalty. As a coach, my message to leadership teams is simple and enduring: fairness isn’t about being nice; it’s about being trusted.

Der Beitrag Fairness is not a soft skill erschien zuerst auf THE CORe.

Stop Firefighting

admin — Thu, 11 Sep 2025 17:46:44 +0000

Stop Firefighting: Make practical use of the Eisenhauer Matrix

Clients frequently ask how to prioritize work when swamped with emails, endless meetings, and hardly any time left for truly productive work. While many have heard of the Eisenhower Matrix – a classic tool for sorting tasks – few consistently use it, especially when overwhelmed by urgent demands. This article not only introduces the matrix but also shares actionable strategies for long-term improvement.

Why Use the Eisenhower Matrix?

The Eisenhower Matrix helps professionals organize tasks along two axes: importance and urgency. Each quadrant corresponds to a different approach: urgent and important tasks should be done immediately; important but not urgent ones should be scheduled; urgent but not important tasks should be delegated; and everything neither important nor urgent is best dropped.

Ideally, most time would be devoted to tasks in quadrant 1 – important but not urgent – because that is where true growth and progress happen. In reality, however, many find themselves constantly firefighting, stuck in the urgent and important quadrant, with little breathing room to catch up or think ahead.

Five Approaches to Better Prioritization

Real improvement requires more than simply sorting tasks:

1. Clarify Your Role
Reflect on your actual role within the organization. Are the tasks you’re performing really part of your responsibilities, or are you taking on work that doesn’t belong to you? I often notice clients spending significant time on duties outside their defined role. While there may be valid reasons to do so, it’s important to be clear about why—and to set healthy boundaries.

2. Shift the Center of Gravity
If the “do urgently” quadrant is overflowing, reconsider what truly qualifies as urgent or important. By consciously adjusting your criteria, you can weigh projects more realistically and resist the urge to treat everything as equally critical.

3. Assess the Level of Effort
Not every task requires the same time and energy. Visualize tasks according to their demands and rearrange them on the matrix accordingly. This helps eliminate unrealistic multitasking and highlights what can genuinely be accomplished at once.

4. Adapt the Size of the Quadrants
The real world is constrained by limited resources. Try shrinking the “do immediately” quadrant to reflect the actual daily time and energy you have available. The matrix does not need to be perfectly symmetrical. Adjusting it helps highlight true priorities and fosters conscious resource allocation.

5. Change Your Cruising Altitude
Quick fixes lose meaning if underlying strategic or systemic issues remain unaddressed. Step back and ask: Who benefits from my work? Are urgent requests set realistically? Has firefighting become the default mode rather than the exception? Shifting your perspective helps reset priorities toward long-term value and impact.

By combining practical tweaks to the Eisenhower Matrix with regular reflection and alignment, you can move from scattered busyness to focused, meaningful Achievement.

Coaching Is About Perspective and Possibility

Coaching isn’t about finding one perfect answer. It’s about widening your view, creating alternatives, and making choices based on awareness – not fear.
Many of my clients come with a strong analytical mindset. But what often works best is an experimental and sometimes even playful approach.
After all – if thinking harder solved it, you’d probably already have the answer.
It’s our job to make a difference that makes the essential difference.

Der Beitrag Stop Firefighting erschien zuerst auf THE CORe.

Unlocking Better Meetings

admin — Mon, 08 Sep 2025 15:07:33 +0000

Unlocking Better Meetings: The Power of Oscillating Movement

As a professional coach, I’m often asked: “How can I perform better in meetings and gain an extra edge?” The key lies in broadening your perspective and understanding the real needs in the room – not just the items on the agenda, but those deeper motivations.

The Real Challenge

Many meetings focus strictly on the agenda, overlooking what participants actually need. These needs may diverge from official topics, yet shifting focus on these can give us the advantage that supports a better outcome.

Introducing Oscillating Movement

One surprisingly powerful technique is called “oscillating movement.” This involves shifting fluidly between two distinct perspectives during any meeting:

Perspective 1: Stay actively engaged in discussion. Contribute ideas, respond, and focus on concrete solutions – just as you normally would.
Perspective 2: Pause, and mentally step back as if you’re observing the meeting from above. From this “bird’s-eye” view, ask yourself: What does each person truly need? What does the conversation itself need to progress? Make sure to raise these questions for yourself, too.

Shifting between these perspectives—even several times in a single meeting – expands your options and helps uncover needs that aren’t always voiced.

A Practical Example

During a negotiation on the payment schedule for the completion of an industrial complex, our team found itself stuck. Arguments around the specific milestones and deadlines bounced back and forth, with no agreement in sight. When I shifted into the “bird’s-eye” perspective—looking beyond the surface dynamics—I observed that one participant had consistently been left out of the main conversation. His contributions went unnoticed, and instead of focusing on the project details, he was stuck in frustration, because he felt he was not noticed.

Recognizing this underlying need, I decided to address him directly and invited him to share his requirements based on his rich experience in similar projects. This simple act of acknowledgment made a notable difference. He felt respected and appreciated, which transformed his approach from resistance to collaboration. As a result, he provided valuable input that led the group to a payment schedule acceptable to all parties.

The Results

With practice, using oscillating movement becomes second nature. Meetings become more productive, negotiations gain a creative edge, and participants feel heard. You’ll find new routes to consensus – sometimes in ways you can’t plan for in advance.

Coaching Is About Perspective and Possibility

Coaching isn’t about finding one perfect answer. It’s about widening your view, creating alternatives, and making choices based on awareness – not fear.

It’s our job to make a difference that make the essential difference.

Der Beitrag Unlocking Better Meetings erschien zuerst auf THE CORe.

Meaningful Workplaces

admin — Thu, 14 Aug 2025 18:36:47 +0000

Can Industrial Companies Create Meaningful Workplaces? Some Insights for Executives

Over the years in my work as a business coach, I’ve had countless conversations with leaders in industrial companies – from plant managers to managing directors, from mid-sized firms to global players. One theme keeps coming back, often unspoken at first, but always present when we dig deeper: the desire to build a workplace where people care – and stay.

I believe meaningful work is a key to that. Not as a “feel-good” factor or HR initiative, but as a strategic advantage — especially in industries where technical expertise is scarce, competition is high, and loyalty is hard to earn.

We’ve long known, thanks to Viktor Frankl and many others, that human beings are wired to seek meaning — even in adversity. And today’s research confirms what many of us have felt intuitively: purpose ranks above pay for many employees when it comes to long-term motivation and retention.
If you’re leading an industrial company, I want to offer you a perspective: meaningful work is not a luxury. It’s a lever for performance, culture, and continuity.

What I’ve Seen: What Makes Work Meaningful

In my coaching sessions, I often ask leaders and teams to describe a moment when their work truly mattered to them. The answers are rarely about bonuses or promotions. They’re about impact, pride, and being seen and heard.
Here’s what meaningful work tends to look like — especially in technical and industrial environments:

1. People Want to Contribute to Something Bigger
Whether it’s safety, sustainability, quality, or innovation — people need to know why their role matters. Even a forklift operator or CNC technician wants to understand the bigger picture.
As an Executive, one of your most powerful tools is narrative. Reconnect every role to the purpose of the company.

2. Meaning Often Feels Difficult, Not Pleasant
The most meaningful moments people describe often come from stress, challenge, or pressure — not comfort. Real meaning is forged in responsibility, not convenience.
As an Executive, create support, not artificial ease. Let challenge be part of the growth.

3. Meaning Comes in Moments, Not Every Day
Nobody finds their work meaningful all the time. But they remember the moments — a solved problem, a project completed, a word of thanks — that shape their long-term connection to the job.
As an Executive, make space for these moments. Celebrate wins. Share stories. Be specific in recognition.

4. Meaning Shows Up in Reflection
Often, employees realize their work was meaningful only when they look back — after a shift, a project, or even years later.
As an Executive, encourage reflection. Even a five-minute team debrief can surface a sense of pride.

5. It’s Deeply Personal
Meaning is not about job titles — it’s about identity. People want to be craftsmen, problem-solvers, mentors. That’s where the emotional connection lies.
I remember one plant department manager telling me he felt most alive when he could be onsite at a power plant and discuss details with younger colleagues — not because it was his job, but because it reminded him of who he is.
As an Executive, ask your people what drives them. You’ll learn more than you expect.

And Here’s the Risk: How Meaning Gets Lost

IWhile employees discover meaning for themselves, I’ve seen how leadership – often unintentionally – can strip it away.

Here are some traps to avoid:

1. Misaligned Values – When employees feel the company’s actions contradict their own values – whether on safety, quality, or ethics – meaning erodes.
2. Lack of Recognition – People need to feel seen and heard, especially in high-effort or high-risk roles.
3. Assigning Work That Feels Pointless – Delegating low-value or unclear tasks signals: “We don’t respect your time.”

4. Suppressing active feedback or criticism – Ignoring frontline expertise disempowers your best people.
5. Allowing Unfairness – Favouritism, unclear advancement, or unequal treatment quickly erode morale.
6. Creating Isolation – We’re wired for connection. Disconnected teams lose energy and purpose.
7. Lack of Psychological Safety – Especially in industrial settings, physical or emotional vulnerability without backup sends a dangerous message: “You’re on your own.”

So, Can Industrial Companies Create Meaningful Workplaces?

Absolutely – but not through posters or slogans.

It starts with leadership — consistent, grounded leadership that connects people to purpose, supports reflection, and respect’s identity.

In my coaching, I often work with CEOs and executive teams on this exact question: How do we turn daily operations into meaningful experiences?

The answer isn’t a grand strategy. It’s an ecosystem. A culture. A set of habits that respect both human drive and industrial reality. Be an example for your employees. Remember most employees leave because of the managers not because of the company. When people find meaning in their work, they stay longer, care more, and perform better. This is probably the difference that makes the desisive differentiation

Der Beitrag Meaningful Workplaces erschien zuerst auf THE CORe.

Dialogue | 90-Year-Old Self

admin — Tue, 27 May 2025 13:50:12 +0000

A Dialogue with My 90-Year-Old Self?

How a simple thought experiment can unlock clarity and confidence in times of change

Remember When You Learned to Walk?

You probably don’t remember it, but when you were a toddler learning to walk, you fell—often. You cried, got frustrated, and maybe even felt angry that it wasn’t working the way you wanted. Everyone else seemed to walk effortlessly, while you struggled just to stay upright.
And yet, here you are. You can walk, run, and perform all kinds of complex movements. What once seemed impossible is now second nature.
This transformation is something I sometimes reference when coaching clients facing difficult decisions.

The Coaching Challenge

Imagine a client who is 40 years old. They’re considering a major career move—seeking greater financial freedom while also craving more time for family, travel, or simply a better work-life balance.
This inner conflict can be paralyzing. It clouds thinking, drains energy, and leaves us stuck in fear of making the wrong choice.
That’s when I introduce an experiment.

The Thought Experiment: A View from the Mountain

I invite my client to imagine themselves at 90 years old, sitting peacefully on a mountaintop, looking down into a valley that represents their life. At the far end of the valley is their birth. Moving closer to where this 90-year-old sits, we see different life stages—from childhood through age 40 and beyond.
Sitting beside them on this imaginary mountain, I suggest we observe their journey so far. As a coach—not a therapist—I guide them to focus only on moments relevant to their current challenge.
This 90-year-old version is wise, proud, and content, observing their life with calm clarity.

From Toddler to Today

We begin by watching the toddler take their first steps—falling, getting up, and trying again. The 90-year-old smiles, knowing that child will eventually run. There’s no doubt or fear—just quiet confidence.
Then we shift our attention to the 40-year-old. Together, we observe this current life moment from a distance, while also looking ahead—to ages 45, 60, and beyond. From this elevated perspective, we begin a meaningful dialogue:
What would the 40-year-old like to have resolved by 41? What advice would the 90-year-old offer?

The Magic of Perspective

This is where transformation happens.
The 90-year-old shares their wisdom—spoken aloud as a message to the 40-year-old. Then, I ask my client to step back into their current self and receive that advice.
Just as the 90-year-old had complete faith in the toddler’s ability to walk, they also believe the 40-year-old will navigate today’s challenges successfully. That confidence often becomes the key to unlocking the next steps forward. The guidance from this future self typically reveals new perspectives and possibilities that weren’t visible before.

A Daily Practice for Clarity

I encourage clients to continue this dialogue daily for several weeks. Each day, they share what’s on their mind with their 90-year-old self—and then patiently await a response.
Sometimes, just knowing that your future self is listening is enough to find your way.

Coaching Is About Perspective and Possibility

Coaching isn’t about finding one perfect answer. It’s about widening your view, creating alternatives, and making choices based on awareness—not fear.
It’s our job as coaches to make a difference that makes the essential difference.

Der Beitrag Dialogue | 90-Year-Old Self erschien zuerst auf THE CORe.

Defending Boundaries

admin — Sat, 17 May 2025 13:26:24 +0000

Defending Boundaries

In coaching sessions, we often encounter situations where the coachee describes feeling overrun by external dynamics. These situations happen, for instance, in meetings where they suddenly receive work that wouldn’t normally be their responsibility, but someone suggested they would be “the perfect person” for the task. Or when colleagues enter their office and start talking without acknowledging what the coachee is currently doing. Sometimes people use the coachee merely as an audience. We all recognize these scenarios—they involve the crossing of personal boundaries and integrity.

Of course, it’s also possible that we cross others’ boundaries as well.

Noticing When Boundaries Are Crossed

One of the interventions in the coaching process is first to observe when boundaries are crossed or under threat. Typically, we take a period of one or two weeks where the coachee simply observes situations that create discomfort during interactions with others. The coachee keeps a brief journal of these events.

By sharpening our awareness, we develop a clearer understanding of where our boundaries lie. Often, we have only a vague notion of our boundaries rather than a clear picture. The clearer the picture, the better we can recognize when boundaries are being crossed.

Some coachees find it helpful to imagine themselves in a “giant inflatable water ball” in which they can stand and walk on water, where the skin of the balloon represents their imaginary boundary.

Developing Appropriate Responses

Once we have this clarity, we can begin working on appropriate defence mechanisms.

An effective defence starts with noticing boundary violations in real-time—not minutes or hours later.

I find it essential that we develop appropriate responses or reactions. We need to pay attention to the “gap to choose”—that moment between stimulus and response where our freedom lies. The number of options we can generate says something about our maturity and growth level.

Interestingly, the clearer our picture of our boundaries becomes, the more our attitude transforms so others can recognize our boundaries more easily. Simultaneously, when we can see our own boundaries more clearly, we can also better recognize the boundaries of others.

There is no one-size-fits-all response here. Different situations call for different approaches depending on the context, the relationship, and our personal values.

Coaching Is About Perspective and Possibility

Der Beitrag Defending Boundaries erschien zuerst auf THE CORe.

What Should I Do Next?

admin — Sat, 17 May 2025 12:47:22 +0000

What Should I Do Next?

As a coach, I am often asked, “What could I do next?” or “What job would suit me best?” These questions typically arise from the overwhelming number of options available, leading us to believe that we must meticulously analyse and evaluate each one before making the “right” decision.

A common approach is to reflect on past experiences—identifying moments of fulfillment or energy in previous jobs or tasks. By analysing these moments, we attempt to craft an ideal future, believing that understanding past happiness can help us design the perfect career path. We then create a plan to achieve this goal.

Hidden Risks of Planning

We achieve our goal—then what? What happens when we reach the destination but still feel unfulfilled? (we have matured and different needs)
We don’t reach our goal—leading to frustration. The pressure to achieve a predefined “perfect” job can leave us feeling stuck or disappointed.

Some of Life’s Best Moments Are Unplanned

Interestingly, many of the most fulfilling moments in life—meeting a life partner, discovering a passion, stumbling upon a new opportunity—happen unexpectedly. These experiences often arise not from deliberate planning but from being open to chance and recognising opportunities.
What if, instead of trying to control every outcome, we focused on recognising and creating opportunities?
Of course, structured goals like education and training are essential, but even those decisions are often shaped by chance encounters or unexpected influences.

How to Recognise Opportunities

To spot opportunities, we need to widen our view. In coaching, we do this for instance by:

Varying the “cruising altitude”: Zooming in and out on our life situation.
Identifying our biases: Seeing the filters that shape our thinking.
Working through limiting emotions: Fear, shame, and guilt can restrict our view.

We recognise more when we have words for what we experience. In coaching, we practise describing everyday situations from different angles—building vocabulary, awareness, and insight.

How to Create Opportunities

It might sound paradoxical, but we can create the conditions for opportunities to arise—by experimenting.
Trying new things—without rigid expectations—opens the door to discovery. In coaching, this often involves:

Reconnecting with resources you’ve forgotten or overlooked
Exploring blind spots and understanding your real motives
Recognising how much of your behaviour is driven by pain avoidance, not genuine desire

Many of the patterns that once protected us are now holding us back. Freeing ourselves from them unlocks energy for growth and change.

How to Decide: Let Your Values Lead

When opportunities do arise, how do you know if they’re right?

By knowing your values. Values help you spot what’s truly meaningful—and meaning is the core ingredient of lasting happiness.
In coaching, we also explore:

What is really keeping you from change?
What do I need for change?
What resources should I develop additionally?
What are the costs and gains of making a change?
How much of your current path is tied to your identity?

These are deep questions. And sometimes, the answer is accepting that no decision is perfect—and that’s okay.

Coaching Is About Perspective and Possibility

Coaching isn’t about finding one perfect answer. It’s about widening your view, creating alternatives, and making choices based on awareness—not fear.

Many of my clients come with a strong analytical mindset. But what often works best is an experimental and sometimes even playful approach.

After all—if thinking harder solved it, you’d probably already have the answer.

It’s our job to make a difference that make the essential difference.

Der Beitrag What Should I Do Next? erschien zuerst auf THE CORe.