Personal
Development
& Coaching
Personal
–
+
Professional
–
+
Shaping relationships instead of managing them
Closeness doesn't arise through harmony, but through honest contact. When conflicts are repeatedly postponed, needs remain unspoken, or old patterns repeat themselves, relationships lose their vitality.Relationships thrive on movement – between close …
Closeness doesn’t arise through harmony, but through honest contact. When conflicts are repeatedly postponed, needs remain unspoken, or old patterns repeat themselves, relationships lose their vitality.
Relationships thrive on movement – between closeness and distance, between giving and taking, between showing yourself and protecting yourself. When this movement stalls, patterns emerge that both partners unconsciously maintain: Conflicts are avoided or escalate in the same way repeatedly. Needs remain unspoken because we fear overwhelming the other or being rejected.
Often it’s not the major crises but the quiet shifts that cause relationships to stagnate: When conversations remain superficial. When closeness feels more like duty. When we move alongside each other rather than together.
In coaching, we look closely: Which patterns persist stubbornly? What does your adaptation cost you? Where do you lack space for your own needs? And how can you address conflicts in ways that deepen rather than endanger the relationship?
This isn’t about “repairing” the relationship or changing your partner. It’s about you regaining agency – with clarity about what you need and the courage to express it.
Typical topics:
– Revitalizing partnership
– Finding balance between closeness and autonomy
– Addressing conflicts instead of avoiding them
– Understanding old wounds and their impact today
– Recognizing your own role in relationship dynamics
Relationships thrive on movement – between closeness and distance, between giving and taking, between showing yourself and protecting yourself. When this movement stalls, patterns emerge that both partners unconsciously maintain: Conflicts are avoided or escalate in the same way repeatedly. Needs remain unspoken because we fear overwhelming the other or being rejected.
Often it’s not the major crises but the quiet shifts that cause relationships to stagnate: When conversations remain superficial. When closeness feels more like duty. When we move alongside each other rather than together.
In coaching, we look closely: Which patterns persist stubbornly? What does your adaptation cost you? Where do you lack space for your own needs? And how can you address conflicts in ways that deepen rather than endanger the relationship?
This isn’t about “repairing” the relationship or changing your partner. It’s about you regaining agency – with clarity about what you need and the courage to express it.
Typical topics:
– Revitalizing partnership
– Finding balance between closeness and autonomy
– Addressing conflicts instead of avoiding them
– Understanding old wounds and their impact today
– Recognizing your own role in relationship dynamics
Finding yourself instead of just functioning
Sometimes we realize too late that we've become strangers to ourselves – that we function but no longer sense what we truly want. When roles become more important than our own needs, when adaptation takes up more space than self-assertion, we lose co …
Sometimes we realize too late that we’ve become strangers to ourselves – that we function but no longer sense what we truly want. When roles become more important than our own needs, when adaptation takes up more space than self-assertion, we lose contact with ourselves.
Many people spend years in externally defined roles: as leaders, as partners, as parents. This often creates a quiet alienation from ourselves. We fulfill expectations, adapt, remain functional – and lose access to what actually drives us.
The question “Who am I really?” is not a philosophical exercise but an existential necessity when inner emptiness, dissatisfaction, or diffuse restlessness become palpable. When we can no longer distinguish what we ourselves want from what we think we should want. When decisions become difficult because no inner compass is perceptible.
In coaching, we create space to reconnect with yourself: What truly moves me? Which needs have I ignored? Where have I adapted without noticing? And which inner contradictions am I allowed to hold rather than hastily resolve?
It’s not about reinventing yourself or constructing a perfect identity. It’s about sensing yourself again – with everything that entails. With strengths and weaknesses, with desires and fears, with what fits and what no longer serves.
Typical topics:
– Perceiving and honoring your own needs again
– Navigating between adaptation and self-assertion
– Holding inner contradictions instead of suppressing them
– Discovering what truly drives you
– Questioning roles without losing yourself
Many people spend years in externally defined roles: as leaders, as partners, as parents. This often creates a quiet alienation from ourselves. We fulfill expectations, adapt, remain functional – and lose access to what actually drives us.
The question “Who am I really?” is not a philosophical exercise but an existential necessity when inner emptiness, dissatisfaction, or diffuse restlessness become palpable. When we can no longer distinguish what we ourselves want from what we think we should want. When decisions become difficult because no inner compass is perceptible.
In coaching, we create space to reconnect with yourself: What truly moves me? Which needs have I ignored? Where have I adapted without noticing? And which inner contradictions am I allowed to hold rather than hastily resolve?
It’s not about reinventing yourself or constructing a perfect identity. It’s about sensing yourself again – with everything that entails. With strengths and weaknesses, with desires and fears, with what fits and what no longer serves.
Typical topics:
– Perceiving and honoring your own needs again
– Navigating between adaptation and self-assertion
– Holding inner contradictions instead of suppressing them
– Discovering what truly drives you
– Questioning roles without losing yourself
Recognizing patterns, taking new paths
Some conflicts keep returning – with different people, in different situations, but with the same inner dynamic. When we sense we're standing in our own way, when old wounds still affect us today, or when avoidance takes up more space than agency, go …
Some conflicts keep returning – with different people, in different situations, but with the same inner dynamic. When we sense we’re standing in our own way, when old wounds still affect us today, or when avoidance takes up more space than agency, good intentions aren’t enough.
Patterns often emerge early and for good reason – they once protected us, provided orientation, or enabled belonging. But what was functional yesterday can block us today: We withdraw even though we want closeness. We take responsibility for others while neglecting ourselves. We avoid conflicts until they escalate.
These repetitions aren’t character flaws but expressions of deeply rooted inner logic. Often we’re not even aware of them – until we notice we keep failing or suffering at the same points.
In coaching, we trace these patterns: Where do they show up? Which old experiences still have effect today? What protected you then – and what does it cost you now? What’s important is not just understanding but also experiencing: How does it feel when the pattern activates? And what’s needed for something new to become possible?
Change requires time and patience. It’s not about self-optimization but about coming into contact with yourself – including the uncomfortable parts. Only when we understand why we do what we do does choice become possible.
Typical topics:
– Understanding recurring conflicts and their backgrounds
– Old wounds and their impact on today
– Recognizing and changing self-sabotage
– Working with fear and avoidance patterns
– Moving from reaction to conscious agency
Patterns often emerge early and for good reason – they once protected us, provided orientation, or enabled belonging. But what was functional yesterday can block us today: We withdraw even though we want closeness. We take responsibility for others while neglecting ourselves. We avoid conflicts until they escalate.
These repetitions aren’t character flaws but expressions of deeply rooted inner logic. Often we’re not even aware of them – until we notice we keep failing or suffering at the same points.
In coaching, we trace these patterns: Where do they show up? Which old experiences still have effect today? What protected you then – and what does it cost you now? What’s important is not just understanding but also experiencing: How does it feel when the pattern activates? And what’s needed for something new to become possible?
Change requires time and patience. It’s not about self-optimization but about coming into contact with yourself – including the uncomfortable parts. Only when we understand why we do what we do does choice become possible.
Typical topics:
– Understanding recurring conflicts and their backgrounds
– Old wounds and their impact on today
– Recognizing and changing self-sabotage
– Working with fear and avoidance patterns
– Moving from reaction to conscious agency
Shaping transitions, finding new orientation
Some life phases bring us to our limits – not because something's going wrong, but because the old no longer holds and the new hasn't yet appeared. When separations, losses, or existential questions throw us off course, more than perseverance is need …
Some life phases bring us to our limits – not because something’s going wrong, but because the old no longer holds and the new hasn’t yet appeared. When separations, losses, or existential questions throw us off course, more than perseverance is needed.
Transitions are threshold phases: The old no longer works, the new isn’t yet tangible. Such moments can be triggered by external events – a separation, a loss, a career upheaval – or arise from within when questions of meaning grow louder and familiar answers no longer fit.
Midlife crises, reorientation after separations, the challenges of parenthood, or existential questions about “what for?” – all these aren’t disruptions but invitations to development. Yet they can feel like free fall: disorientation, doubt, sometimes grief for what no longer is.
In coaching, we give these transitions space. It’s not about quickly becoming “functional” again, but about pausing and sensing: What wants to change? What do I truly need? Which old identities may I let go of? And what new possibilities emerge when I face the uncertainty?
Transitions need time. They can’t be rushed, but they can be consciously shaped – with courage, patience, and the willingness to encounter yourself anew.
Typical topics:
– Crises of meaning and existential questions
– Reorientation after separations or losses
– Parenthood and identity
– Midlife transition
– Shaping farewell and new beginnings
Transitions are threshold phases: The old no longer works, the new isn’t yet tangible. Such moments can be triggered by external events – a separation, a loss, a career upheaval – or arise from within when questions of meaning grow louder and familiar answers no longer fit.
Midlife crises, reorientation after separations, the challenges of parenthood, or existential questions about “what for?” – all these aren’t disruptions but invitations to development. Yet they can feel like free fall: disorientation, doubt, sometimes grief for what no longer is.
In coaching, we give these transitions space. It’s not about quickly becoming “functional” again, but about pausing and sensing: What wants to change? What do I truly need? Which old identities may I let go of? And what new possibilities emerge when I face the uncertainty?
Transitions need time. They can’t be rushed, but they can be consciously shaped – with courage, patience, and the willingness to encounter yourself anew.
Typical topics:
– Crises of meaning and existential questions
– Reorientation after separations or losses
– Parenthood and identity
– Midlife transition
– Shaping farewell and new beginnings
Leading without losing yourself
Leadership isn't just strategy and structure – it's deeply emotional. When pressure rises, expectations conflict, and closeness must become distance, methods aren't enough.Leadership means moving constantly in tension fields: between closeness and di …
Leadership isn’t just strategy and structure – it’s deeply emotional. When pressure rises, expectations conflict, and closeness must become distance, methods aren’t enough.
Leadership means moving constantly in tension fields: between closeness and distance, between empathy and decisiveness, between one’s own needs and others’ expectations. Under pressure, these tensions often become unbearable – and many react with withdrawal, control, or quiet overwhelm.
Emotional leadership means not suppressing these tensions but consciously holding them. It means staying present when things get chaotic. Communicating clearly even when uncertainty exists. And regulating yourself without splitting off.
In coaching, we look closely: What does your role cost you? Where do you lose contact with yourself? How do you navigate between closeness and necessary distance? And how do you remain capable of action without hardening or exhausting yourself?
Self-leadership is the foundation of all effective leadership. Those who don’t sense themselves can’t truly reach others. Those who don’t know their own boundaries will cross them – until nothing works anymore. Resilience doesn’t arise through more discipline but through honest contact with what is.
Typical topics:
– Emotional leadership in complex times
– Resilience and self-regulation under pressure
– Navigating between closeness and distance
– Recognizing overwhelm before it’s too late
– Staying present when everything’s shaking
Leadership means moving constantly in tension fields: between closeness and distance, between empathy and decisiveness, between one’s own needs and others’ expectations. Under pressure, these tensions often become unbearable – and many react with withdrawal, control, or quiet overwhelm.
Emotional leadership means not suppressing these tensions but consciously holding them. It means staying present when things get chaotic. Communicating clearly even when uncertainty exists. And regulating yourself without splitting off.
In coaching, we look closely: What does your role cost you? Where do you lose contact with yourself? How do you navigate between closeness and necessary distance? And how do you remain capable of action without hardening or exhausting yourself?
Self-leadership is the foundation of all effective leadership. Those who don’t sense themselves can’t truly reach others. Those who don’t know their own boundaries will cross them – until nothing works anymore. Resilience doesn’t arise through more discipline but through honest contact with what is.
Typical topics:
– Emotional leadership in complex times
– Resilience and self-regulation under pressure
– Navigating between closeness and distance
– Recognizing overwhelm before it’s too late
– Staying present when everything’s shaking
Making decisions, bearing responsibility
Some decisions can't be rationally calculated – they demand holding uncertainty and integrating inner contradictions. When good reasons exist on both sides, when responsibility weighs heavy, or when fear of mistakes paralyzes, analysis isn't enough.A …
Some decisions can’t be rationally calculated – they demand holding uncertainty and integrating inner contradictions. When good reasons exist on both sides, when responsibility weighs heavy, or when fear of mistakes paralyzes, analysis isn’t enough.
As a leader, you constantly make decisions – often under time pressure, with incomplete information, and with far-reaching consequences. Some decisions are clear, others tear at you: Because both options mean losses. Because you’re torn between loyalties. Or because the fear of choosing wrong is greater than clarity about what’s right.
Inner contradictions are part of leadership. They’re not signs of weakness but expressions of complexity. Yet when they can’t be held, blockages emerge: Decisions are postponed, responsibility diffuses, or hasty decisions are made – just to release the tension.
In coaching, we create space to hold ambivalence without hastily resolving it. We explore: What makes this decision so difficult? Which fears or old patterns are involved? What would happen if you were wrong? And what’s needed so you can bear responsibility – without being buried under it?
Taking responsibility doesn’t mean shouldering everything alone. It means knowing what belongs to you and what doesn’t. Deciding clearly even when it hurts. And bearing the consequences without losing yourself.
Typical topics:
– Making difficult decisions under uncertainty
– Holding inner contradictions as a leader
– Taking responsibility without losing yourself
– Working with fear of mistakes
– Holding ambivalence without freezing
As a leader, you constantly make decisions – often under time pressure, with incomplete information, and with far-reaching consequences. Some decisions are clear, others tear at you: Because both options mean losses. Because you’re torn between loyalties. Or because the fear of choosing wrong is greater than clarity about what’s right.
Inner contradictions are part of leadership. They’re not signs of weakness but expressions of complexity. Yet when they can’t be held, blockages emerge: Decisions are postponed, responsibility diffuses, or hasty decisions are made – just to release the tension.
In coaching, we create space to hold ambivalence without hastily resolving it. We explore: What makes this decision so difficult? Which fears or old patterns are involved? What would happen if you were wrong? And what’s needed so you can bear responsibility – without being buried under it?
Taking responsibility doesn’t mean shouldering everything alone. It means knowing what belongs to you and what doesn’t. Deciding clearly even when it hurts. And bearing the consequences without losing yourself.
Typical topics:
– Making difficult decisions under uncertainty
– Holding inner contradictions as a leader
– Taking responsibility without losing yourself
– Working with fear of mistakes
– Holding ambivalence without freezing
Clarifying conflicts, strengthening relationships
Conflicts are part of leadership – yet many are avoided until they escalate, or fought out until relationships are damaged. When difficult conversations are pending, tensions in the team are palpable, or boundaries must be set without destroying trus …
Conflicts are part of leadership – yet many are avoided until they escalate, or fought out until relationships are damaged. When difficult conversations are pending, tensions in the team are palpable, or boundaries must be set without destroying trust, communication techniques aren’t enough.
Conflicts arise where different needs, expectations, or values meet. They’re not the problem – but rather how we handle them. Many leaders avoid conflicts to preserve harmony or prevent escalation. Others go in hard, set boundaries, but lose contact with the other person.
Both have consequences: Avoided conflicts smolder on, poison the atmosphere, and bind energy. Poorly conducted conflicts damage relationships, destroy trust, and leave wounds that can’t be mended.
In coaching, we work on how you can address conflicts without falling into old patterns: How do you prepare for difficult conversations – emotionally, not just content-wise? How do you set boundaries without hurting? How do you stay in contact with yourself and the other person even when it gets uncomfortable? And how do you distinguish what needs to be said from what’s better left unsaid?
Conducting conflicts productively doesn’t mean “solving” them – but rather leading them so relationships don’t break but deepen. So clarity emerges without harshness. And so both sides are heard, even if in the end both don’t get what they want.
Typical topics:
– Shaping conflicts productively instead of avoiding them
– Preparing for and conducting difficult conversations
– Setting boundaries when relationships are at risk
– Navigating between clarity and contact
– Preventing escalation without evasion
Conflicts arise where different needs, expectations, or values meet. They’re not the problem – but rather how we handle them. Many leaders avoid conflicts to preserve harmony or prevent escalation. Others go in hard, set boundaries, but lose contact with the other person.
Both have consequences: Avoided conflicts smolder on, poison the atmosphere, and bind energy. Poorly conducted conflicts damage relationships, destroy trust, and leave wounds that can’t be mended.
In coaching, we work on how you can address conflicts without falling into old patterns: How do you prepare for difficult conversations – emotionally, not just content-wise? How do you set boundaries without hurting? How do you stay in contact with yourself and the other person even when it gets uncomfortable? And how do you distinguish what needs to be said from what’s better left unsaid?
Conducting conflicts productively doesn’t mean “solving” them – but rather leading them so relationships don’t break but deepen. So clarity emerges without harshness. And so both sides are heard, even if in the end both don’t get what they want.
Typical topics:
– Shaping conflicts productively instead of avoiding them
– Preparing for and conducting difficult conversations
– Setting boundaries when relationships are at risk
– Navigating between clarity and contact
– Preventing escalation without evasion
Mastering transitions, finding balance
New roles, change processes, or the interplay between work and private life challenge us – not just professionally but emotionally. When a promotion brings new demands, a career change is pending, or professional issues affect personal life, adaptati …
New roles, change processes, or the interplay between work and private life challenge us – not just professionally but emotionally. When a promotion brings new demands, a career change is pending, or professional issues affect personal life, adaptation isn’t enough.
Professional transitions are more than organizational challenges – they touch identity, self-image, and relationships. A promotion means not just more responsibility but often: new role expectations, changed relationships with former colleagues, uncertainty about being “good enough.” A career change can promise freedom while triggering fear.
Additionally: Professional and personal life can’t be cleanly separated. When pressure at work rises, it affects partnership and family. When private crises shape experience, performance suffers. Many try to manage both worlds – and lose contact with themselves.
In coaching, we give these transitions space: What inner tensions does the new role bring? What does the balance between work and private life cost you? Where do you try to please everyone – except yourself? And what’s needed so you don’t just function but also live?
Transitions need time to settle in. Balance doesn’t arise through perfect planning but through honest engagement with what is. And through clarity about what truly matters to you – even if it means resetting priorities.
Typical topics:
– Filling new roles (promotion, career change)
– Accompanying change processes in organizations
– When professional issues affect personal life (and vice versa)
– Finding balance without splitting yourself
– Developing identity beyond the role
Professional transitions are more than organizational challenges – they touch identity, self-image, and relationships. A promotion means not just more responsibility but often: new role expectations, changed relationships with former colleagues, uncertainty about being “good enough.” A career change can promise freedom while triggering fear.
Additionally: Professional and personal life can’t be cleanly separated. When pressure at work rises, it affects partnership and family. When private crises shape experience, performance suffers. Many try to manage both worlds – and lose contact with themselves.
In coaching, we give these transitions space: What inner tensions does the new role bring? What does the balance between work and private life cost you? Where do you try to please everyone – except yourself? And what’s needed so you don’t just function but also live?
Transitions need time to settle in. Balance doesn’t arise through perfect planning but through honest engagement with what is. And through clarity about what truly matters to you – even if it means resetting priorities.
Typical topics:
– Filling new roles (promotion, career change)
– Accompanying change processes in organizations
– When professional issues affect personal life (and vice versa)
– Finding balance without splitting yourself
– Developing identity beyond the role
The Process:
Book Appointment
Select a free initial consultation in my online-calendar
Getting acquainted
Informal conversation to discuss topics and establish rapport
Agreement
Individual fees, fair and transparent – no package prices
Start
Personal sessions usually every 2-4 weeks. Online if necessary
Check-ins
Regular feedback and adjustment of the approach
Neuer Completion
Reflection on what has been achieved. Clarification of open issues, conscious conclusion
For corporate clients: additional meetings with managers or HR development staff are possible, as is a confidential supplementary agreement.
Here you will find my special offer for HR developers: Coaching and development for managers and teams
Here you will find my special offer for HR developers: Coaching and development for managers and teams
More about these topics on my blog
When Self-Images Harden
“Closeness isn’t that important to me.” Perhaps what we take to be our truth is a …
Every decision has its price
“I want it all! I want it now!” We often believe we need to check off closeness, autonom…
The Architecture of our Inner Motives
Our psyche has a kind of inner structure, like a building. It’s not visible, but it is experie…