A financial bottleneck threatened to bring the plant to a standstill. The atmosphere was extremely tense. My coachee, the production manager, did not know whether the situation would recover or if closure was imminent. His employees were watching very closely what he was doing and what he was talking about. In our coaching, he wanted to clarify: “What and how should I communicate now? How can I be a role model and create more safety among my people?”
My coachee had learned to solve problems pragmatically and objectively very early in his life. His entire family consisted of classical craftsmen. In his professional training he focused primarily on technical and scientific interests. In his current position he led six team leaders with a total of 70 workers.
In my client’s family, a lot of attention was paid to down-to-earthness, reliability and handshake quality. Problems were not discussed, but “simply taken care of”. There was hardly any talk about one’s own sensitivities or feelings.
At his core, my coachee was a straightforward, honest and warm-hearted person. He was very aware of how others were feeling. But he himself never showed his own feelings at work: “That’s private,” he said.