Executive Leadership Coaching<\/h1>\n\n- Managers want or should expand their leadership skills?<\/li>\n
- One of your managers needs help to solve a conflict in their team?<\/li>\n
- A manager faces the challenge of managing a Change process?<\/li>\n<\/ul>\n
In the cases described above, you should consult an external executive coach who works intensively and trustfully with your manager on the respective topic. Our experienced coaches offer your executives exactly the professional support they need in their respective situation. Our coaches act primarily as sparring partners to encourage the coachees to ask themselves and their own leadership role and to find their own solutions. If it makes sense, our coaches also give concrete tips as experts in leadership issues.<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div>![\"flow](\"https:\/\/www.flow.de\/wp-content\/uploads\/2026\/01\/flow-consultants-in-coaching-1.jpg\" "\\"flow")
<\/span><\/div><\/div><\/div><\/div><\/div><\/div>Meet your flow coach now<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div>Personal coaching for managers – sparring for your business<\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div>Before each coaching session begins, a clear mandate and a precisely defined goal are defined. Typical topics of our executive coaching are: Strengthening leadership competencies; mastering special challenges; overcoming crises or conflicts; taking up a new position; successfully shaping change. Our coaches select the appropriate methods from a broad repertoire. On the one hand, we focus on strengthening the coachee’s own resources, but on the other hand we also make our own expertise available in the relevant subject areas and thus open up new perspectives and approaches to solutions.<\/p>\n
A prerequisite for successful coaching is that it works between coach and coachee on a personal level. Among our coaches you will find very different characters – we certainly have the right coach for you.
\n<\/span>In our coaching sessions, we are committed to adhering to the EMCC\u2019s Global Code of Ethics.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>![\"Ein](\"https:\/\/www.flow.de\/wp-content\/uploads\/2024\/05\/flow_Icons_consulting-coaching.png\" "\\"flow_Icons_consulting-coaching\\"")
<\/span><\/div><\/div><\/i><\/div>Downloads & Links<\/h2><\/div><\/div>\nLeaflet
\nExecutive coaching<\/a><\/p>\n\u00a0<\/b><\/p>\n
flow coaching
\nQualification for coaches<\/a>
\nGlobal Code of Ethics<\/a><\/p>\n\u00a0<\/b><\/p>\n
flow academy
\nLeadership trainings<\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>The process in top management coaching and leadership coaching<\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div>![\"coaching](\"https:\/\/www.flow.de\/wp-content\/uploads\/2019\/10\/coaching-process_en.png\" "\\"coaching-process_en\\"")
<\/span><\/div><\/div>The flow coaching process<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div>Flow coaching begins with a precise clarification of the assignment. What is to be achieved through coaching? Executive coaching should not be an end in itself and is not therapy. The assignment is usually clarified together with the client and the coachee. The subsequent procedure is then determined accordingly. For most coaching sessions, 3 to 4 half-day sessions have proven to be effective. The initial meeting should always take place in person.<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div><\/div><\/div>6 typical topics in executive coaching<\/h2>\n<\/div><\/div><\/div><\/div>Strengthen leadership competencies<\/h3>\n
With the help of individually tailored methods, we promote the expansion of leadership competencies in a target-oriented manner. We combine resource-oriented approaches with concrete and pragmatic expert tips. The coaching is supported by elements from leadership training, e.g. we supplement the sessions with practical simulations in order to practice the appropriate skills. In this way, we ensure a rapid transfer into everyday leadership life.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Meet challenges<\/h3>\n
More and more often, managers are overwhelmed by the multitude of different, sometimes contradictory requirements. Dealing with increasing complexity is a particular challenge. The Shaping Leadership approach and the leadership competencies we have developed for dynamic organizations provide orientation.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Managing crises or conflicts<\/h3>\n
Leadership work is always also conflict management and crisis management. Conflicts can be caused by the behaviour of individuals, by interaction between the participants, by group dynamic constellations, by differences of interest, or by conflicts of objectives. Coaching provide solutions to remain sovereign in conflicts and to set the right interventions.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Find new orientation<\/h3>\n
Managers are often faced with important decisions. These can be questions of personal orientation, e.g. the question of one’s own role in a job, or a job change. But they can also be questions that concern the employees, the team or the organisation, e.g. whether the organisational structure should be adapted or the team composition changed. Our coaches offer an independent view from the outside. Options for action are developed and the decision for the right path becomes clear.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Start in a new position<\/h3>\n
If a manager moves to a new position, it is necessary to organize the work along new structures. How can I get to know my new team and the new tasks as quickly as possible? What are the most important lines for my actions in the first 100 days of my new job? In coaching, we promote a successful start in the new role through a comprehensive analysis of the new situation and a targeted reflection on one’s own behaviour. As an additional measure, a ‘transition workshop’ with the new team is an ideal opportunity.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Successfully shaping change<\/h3>\n
Managers often have to deal with the management and design of Change projects. Coaching develops the necessary Change management competencies of the executive on the basis of a concrete Change project. Our coaches are active as Change consultants and thus shed light on the topic from two sides: as Change consultants and as executive coaches. In the flow academy<\/a> you will also find seminars on this topic.<\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Show all perspectives<\/h2>\n<\/div><\/div><\/div><\/div>![\"three](\"https:\/\/www.flow.de\/wp-content\/uploads\/2019\/10\/three-perspectives_en-400x392.png\" "\\"three-perspectives_en\\"")
<\/span><\/div>Three perspectives in flow coaching<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div>In a coaching process it is important to show as many perspectives as possible. Otherwise, solutions are developed that only seem to help and only have a short-term effect. On the one hand, the coachee’s resources must be strengthened. This is the only way to promote independent action. On the other hand, however, it may be necessary to develop effective solutions quickly. The expertise of the coach, who can point out solution variants, helps here. The organisational background in which the coachee operates should be considered in all of this. Because what works in one organizational context can be useless in another.<\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Perspective 1: Resource orientation<\/h3>\n
The focus on one’s own resources starts a circle of success: discovering abilities, using abilities, achieving effect, discovering new abilities, etc. In this way, a positive development is usually initiated very quickly. Additionally, the consideration of the individually relevant motives, roles, and attitudes extends the reflection ability of the coachee and promotes the sovereignty in the guidance acting.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Perspective 2: Solution orientation<\/h3>\n
The view in flow coaching is directed towards the future – towards the expansion of possibilities of perception and action. In coaching, various solution possibilities are developed, promising approaches tested and their effect reflected. This expands the coachee’s scope of action and conveys confidence with regard to overcoming concrete leadership challenges.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Perspective 3: Organization<\/h3>\n
In coaching we combine personality development with organizational learning. The framework conditions of the organisation are considered as well as informal aspects. This ensures the ability to connect to the work reality. Through the coaching of executives, a positive leadership culture will develop and the competence of the entire organization will grow.<\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Leadership Skills in Digital Transformation<\/h2>\n<\/div><\/div><\/div><\/div>![\"digital](\"https:\/\/www.flow.de\/wp-content\/uploads\/2019\/10\/digital-leadership_en-400x400.png\" "\\"digital-leadership_en\\"")
<\/span><\/div><\/div>Dynamic Leadership. copyright: flow consulting gmbh<\/p>\n<\/div>
<\/div><\/div><\/div>The demands placed on managers during digital transformation have changed. Leadership is no longer linear, but increasingly lateral. Digital change requires change competencies that do not only relate to the successful implementation of projects. In our meta-study we described 7 dynamic leadership competencies that complement the traditional leadership skills. In addition to coaching, training or consulting these topics can be helpful.<\/p>\n
Leadership training<\/a><\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Professionalism and further education<\/span><\/h2>\n<\/div><\/div><\/div><\/div>![\"flow](\"https:\/\/www.flow.de\/wp-content\/uploads\/2026\/01\/flow-consultant-dieter-kannenberg-1.jpg\" "\\"flow")
<\/span><\/div><\/div>flow Managing Director Dieter Kannenberg<\/strong> <\/a>in a coaching session<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Our coaches are organized in the European Coaching Association, the EMCC (European Mentoring & Coaching Council). There we regularly take part in international conferences, training courses, and exchanges of experiences. We are committed to the EMCC Code of Ethics, which clearly describes the professionalism of coaches as an obligation. In addition, all flow coaches take part in regular supervisions.<\/p>\n
In the cases described above, you should consult an external executive coach who works intensively and trustfully with your manager on the respective topic. Our experienced coaches offer your executives exactly the professional support they need in their respective situation. Our coaches act primarily as sparring partners to encourage the coachees to ask themselves and their own leadership role and to find their own solutions. If it makes sense, our coaches also give concrete tips as experts in leadership issues.<\/p>\n<\/div><\/div><\/div>
<\/span><\/div><\/div><\/div>Personal coaching for managers – sparring for your business<\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div>Before each coaching session begins, a clear mandate and a precisely defined goal are defined. Typical topics of our executive coaching are: Strengthening leadership competencies; mastering special challenges; overcoming crises or conflicts; taking up a new position; successfully shaping change. Our coaches select the appropriate methods from a broad repertoire. On the one hand, we focus on strengthening the coachee’s own resources, but on the other hand we also make our own expertise available in the relevant subject areas and thus open up new perspectives and approaches to solutions.<\/p>\n
A prerequisite for successful coaching is that it works between coach and coachee on a personal level. Among our coaches you will find very different characters – we certainly have the right coach for you.
\n<\/span>In our coaching sessions, we are committed to adhering to the EMCC\u2019s Global Code of Ethics.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/span><\/div><\/div><\/i><\/div>Downloads & Links<\/h2><\/div><\/div>\nLeaflet
\nExecutive coaching<\/a><\/p>\n\u00a0<\/b><\/p>\n
flow coaching
\nQualification for coaches<\/a>
\nGlobal Code of Ethics<\/a><\/p>\n\u00a0<\/b><\/p>\n
flow academy
\nLeadership trainings<\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>The process in top management coaching and leadership coaching<\/h2>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/span><\/div><\/div>The flow coaching process<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div>Flow coaching begins with a precise clarification of the assignment. What is to be achieved through coaching? Executive coaching should not be an end in itself and is not therapy. The assignment is usually clarified together with the client and the coachee. The subsequent procedure is then determined accordingly. For most coaching sessions, 3 to 4 half-day sessions have proven to be effective. The initial meeting should always take place in person.<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div><\/div><\/div>6 typical topics in executive coaching<\/h2>\n<\/div><\/div><\/div><\/div>Strengthen leadership competencies<\/h3>\n
With the help of individually tailored methods, we promote the expansion of leadership competencies in a target-oriented manner. We combine resource-oriented approaches with concrete and pragmatic expert tips. The coaching is supported by elements from leadership training, e.g. we supplement the sessions with practical simulations in order to practice the appropriate skills. In this way, we ensure a rapid transfer into everyday leadership life.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Meet challenges<\/h3>\n
More and more often, managers are overwhelmed by the multitude of different, sometimes contradictory requirements. Dealing with increasing complexity is a particular challenge. The Shaping Leadership approach and the leadership competencies we have developed for dynamic organizations provide orientation.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Managing crises or conflicts<\/h3>\n
Leadership work is always also conflict management and crisis management. Conflicts can be caused by the behaviour of individuals, by interaction between the participants, by group dynamic constellations, by differences of interest, or by conflicts of objectives. Coaching provide solutions to remain sovereign in conflicts and to set the right interventions.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Find new orientation<\/h3>\n
Managers are often faced with important decisions. These can be questions of personal orientation, e.g. the question of one’s own role in a job, or a job change. But they can also be questions that concern the employees, the team or the organisation, e.g. whether the organisational structure should be adapted or the team composition changed. Our coaches offer an independent view from the outside. Options for action are developed and the decision for the right path becomes clear.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Start in a new position<\/h3>\n
If a manager moves to a new position, it is necessary to organize the work along new structures. How can I get to know my new team and the new tasks as quickly as possible? What are the most important lines for my actions in the first 100 days of my new job? In coaching, we promote a successful start in the new role through a comprehensive analysis of the new situation and a targeted reflection on one’s own behaviour. As an additional measure, a ‘transition workshop’ with the new team is an ideal opportunity.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Successfully shaping change<\/h3>\n
Managers often have to deal with the management and design of Change projects. Coaching develops the necessary Change management competencies of the executive on the basis of a concrete Change project. Our coaches are active as Change consultants and thus shed light on the topic from two sides: as Change consultants and as executive coaches. In the flow academy<\/a> you will also find seminars on this topic.<\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Show all perspectives<\/h2>\n<\/div><\/div><\/div><\/div><\/span><\/div>Three perspectives in flow coaching<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div>In a coaching process it is important to show as many perspectives as possible. Otherwise, solutions are developed that only seem to help and only have a short-term effect. On the one hand, the coachee’s resources must be strengthened. This is the only way to promote independent action. On the other hand, however, it may be necessary to develop effective solutions quickly. The expertise of the coach, who can point out solution variants, helps here. The organisational background in which the coachee operates should be considered in all of this. Because what works in one organizational context can be useless in another.<\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Perspective 1: Resource orientation<\/h3>\n
The focus on one’s own resources starts a circle of success: discovering abilities, using abilities, achieving effect, discovering new abilities, etc. In this way, a positive development is usually initiated very quickly. Additionally, the consideration of the individually relevant motives, roles, and attitudes extends the reflection ability of the coachee and promotes the sovereignty in the guidance acting.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Perspective 2: Solution orientation<\/h3>\n
The view in flow coaching is directed towards the future – towards the expansion of possibilities of perception and action. In coaching, various solution possibilities are developed, promising approaches tested and their effect reflected. This expands the coachee’s scope of action and conveys confidence with regard to overcoming concrete leadership challenges.<\/span><\/p>\n<\/div><\/div><\/div><\/div>Perspective 3: Organization<\/h3>\n
In coaching we combine personality development with organizational learning. The framework conditions of the organisation are considered as well as informal aspects. This ensures the ability to connect to the work reality. Through the coaching of executives, a positive leadership culture will develop and the competence of the entire organization will grow.<\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Leadership Skills in Digital Transformation<\/h2>\n<\/div><\/div><\/div><\/div><\/span><\/div><\/div>Dynamic Leadership. copyright: flow consulting gmbh<\/p>\n<\/div>
<\/div><\/div><\/div>The demands placed on managers during digital transformation have changed. Leadership is no longer linear, but increasingly lateral. Digital change requires change competencies that do not only relate to the successful implementation of projects. In our meta-study we described 7 dynamic leadership competencies that complement the traditional leadership skills. In addition to coaching, training or consulting these topics can be helpful.<\/p>\n
Leadership training<\/a><\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Professionalism and further education<\/span><\/h2>\n<\/div><\/div><\/div><\/div><\/span><\/div><\/div>flow Managing Director Dieter Kannenberg<\/strong> <\/a>in a coaching session<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Our coaches are organized in the European Coaching Association, the EMCC (European Mentoring & Coaching Council). There we regularly take part in international conferences, training courses, and exchanges of experiences. We are committed to the EMCC Code of Ethics, which clearly describes the professionalism of coaches as an obligation. In addition, all flow coaches take part in regular supervisions.<\/p>\n
Before each coaching session begins, a clear mandate and a precisely defined goal are defined. Typical topics of our executive coaching are: Strengthening leadership competencies; mastering special challenges; overcoming crises or conflicts; taking up a new position; successfully shaping change. Our coaches select the appropriate methods from a broad repertoire. On the one hand, we focus on strengthening the coachee’s own resources, but on the other hand we also make our own expertise available in the relevant subject areas and thus open up new perspectives and approaches to solutions.<\/p>\n
A prerequisite for successful coaching is that it works between coach and coachee on a personal level. Among our coaches you will find very different characters – we certainly have the right coach for you. Leaflet \u00a0<\/b><\/p>\n flow coaching \u00a0<\/b><\/p>\n flow academy The flow coaching process<\/p>\n<\/div><\/div><\/div> Flow coaching begins with a precise clarification of the assignment. What is to be achieved through coaching? Executive coaching should not be an end in itself and is not therapy. The assignment is usually clarified together with the client and the coachee. The subsequent procedure is then determined accordingly. For most coaching sessions, 3 to 4 half-day sessions have proven to be effective. The initial meeting should always take place in person.<\/p>\n<\/div><\/div><\/div> With the help of individually tailored methods, we promote the expansion of leadership competencies in a target-oriented manner. We combine resource-oriented approaches with concrete and pragmatic expert tips. The coaching is supported by elements from leadership training, e.g. we supplement the sessions with practical simulations in order to practice the appropriate skills. In this way, we ensure a rapid transfer into everyday leadership life.<\/span><\/p>\n<\/div> More and more often, managers are overwhelmed by the multitude of different, sometimes contradictory requirements. Dealing with increasing complexity is a particular challenge. The Shaping Leadership approach and the leadership competencies we have developed for dynamic organizations provide orientation.<\/span><\/p>\n<\/div> Leadership work is always also conflict management and crisis management. Conflicts can be caused by the behaviour of individuals, by interaction between the participants, by group dynamic constellations, by differences of interest, or by conflicts of objectives. Coaching provide solutions to remain sovereign in conflicts and to set the right interventions.<\/span><\/p>\n<\/div> Managers are often faced with important decisions. These can be questions of personal orientation, e.g. the question of one’s own role in a job, or a job change. But they can also be questions that concern the employees, the team or the organisation, e.g. whether the organisational structure should be adapted or the team composition changed. Our coaches offer an independent view from the outside. Options for action are developed and the decision for the right path becomes clear.<\/span><\/p>\n<\/div> If a manager moves to a new position, it is necessary to organize the work along new structures. How can I get to know my new team and the new tasks as quickly as possible? What are the most important lines for my actions in the first 100 days of my new job? In coaching, we promote a successful start in the new role through a comprehensive analysis of the new situation and a targeted reflection on one’s own behaviour. As an additional measure, a ‘transition workshop’ with the new team is an ideal opportunity.<\/span><\/p>\n<\/div> Managers often have to deal with the management and design of Change projects. Coaching develops the necessary Change management competencies of the executive on the basis of a concrete Change project. Our coaches are active as Change consultants and thus shed light on the topic from two sides: as Change consultants and as executive coaches. In the flow academy<\/a> you will also find seminars on this topic.<\/span><\/p>\n<\/div> Three perspectives in flow coaching<\/p>\n<\/div><\/div><\/div> In a coaching process it is important to show as many perspectives as possible. Otherwise, solutions are developed that only seem to help and only have a short-term effect. On the one hand, the coachee’s resources must be strengthened. This is the only way to promote independent action. On the other hand, however, it may be necessary to develop effective solutions quickly. The expertise of the coach, who can point out solution variants, helps here. The organisational background in which the coachee operates should be considered in all of this. Because what works in one organizational context can be useless in another.<\/span><\/p>\n<\/div> The focus on one’s own resources starts a circle of success: discovering abilities, using abilities, achieving effect, discovering new abilities, etc. In this way, a positive development is usually initiated very quickly. Additionally, the consideration of the individually relevant motives, roles, and attitudes extends the reflection ability of the coachee and promotes the sovereignty in the guidance acting.<\/span><\/p>\n<\/div> The view in flow coaching is directed towards the future – towards the expansion of possibilities of perception and action. In coaching, various solution possibilities are developed, promising approaches tested and their effect reflected. This expands the coachee’s scope of action and conveys confidence with regard to overcoming concrete leadership challenges.<\/span><\/p>\n<\/div> In coaching we combine personality development with organizational learning. The framework conditions of the organisation are considered as well as informal aspects. This ensures the ability to connect to the work reality. Through the coaching of executives, a positive leadership culture will develop and the competence of the entire organization will grow.<\/span><\/p>\n<\/div> Dynamic Leadership. copyright: flow consulting gmbh<\/p>\n<\/div> The demands placed on managers during digital transformation have changed. Leadership is no longer linear, but increasingly lateral. Digital change requires change competencies that do not only relate to the successful implementation of projects. In our meta-study we described 7 dynamic leadership competencies that complement the traditional leadership skills. In addition to coaching, training or consulting these topics can be helpful.<\/p>\n Leadership training<\/a><\/strong><\/p>\n<\/div> flow Managing Director Dieter Kannenberg<\/strong> <\/a>in a coaching session<\/p>\n<\/div><\/div><\/div> Our coaches are organized in the European Coaching Association, the EMCC (European Mentoring & Coaching Council). There we regularly take part in international conferences, training courses, and exchanges of experiences. We are committed to the EMCC Code of Ethics, which clearly describes the professionalism of coaches as an obligation. In addition, all flow coaches take part in regular supervisions.<\/p>\n
\n<\/span>In our coaching sessions, we are committed to adhering to the EMCC\u2019s Global Code of Ethics.<\/p>\n<\/div><\/div><\/div><\/span><\/div><\/div>Downloads & Links<\/h2><\/div>
\nExecutive coaching<\/a><\/p>\n
\nQualification for coaches<\/a>
\nGlobal Code of Ethics<\/a><\/p>\n
\nLeadership trainings<\/a><\/p>\n<\/div><\/div><\/div>The process in top management coaching and leadership coaching<\/h2>\n<\/div><\/div><\/div>
<\/span><\/div><\/div>6 typical topics in executive coaching<\/h2>\n<\/div>
Strengthen leadership competencies<\/h3>\n
Meet challenges<\/h3>\n
Managing crises or conflicts<\/h3>\n
Find new orientation<\/h3>\n
Start in a new position<\/h3>\n
Successfully shaping change<\/h3>\n
Show all perspectives<\/h2>\n<\/div>
<\/span><\/div>Perspective 1: Resource orientation<\/h3>\n
Perspective 2: Solution orientation<\/h3>\n
Perspective 3: Organization<\/h3>\n
Leadership Skills in Digital Transformation<\/h2>\n<\/div>
<\/span><\/div><\/div>Professionalism and further education<\/span><\/h2>\n<\/div>
<\/span><\/div><\/div>