What is important to us


We have descri­bed our phi­lo­so­phy on the home­page with “inspi­re – design – trans­form”. Read here more about what moves us:

  • Entre­pre­neu­ri­al wis­dom no. 1: Invest vs. live by the sub­s­tance. This also appli­es to your employees. Invest! …to your peo­p­le! We take care of your “inte­rest” (Ben­ja­min Frank­lin) – com­mit­ment is important to us.
  • Fine, fine – know­ledge alo­ne is of use some time. But more the real quick bene­fit counts. We are not “lec­tu­r­ers”, “tea­chers”, “loan mouths”, “enter­trai­ners”, but we can be enter­tai­ning. Howe­ver, trans­forming know­ledge into action is cen­tral – imple­men­ta­ti­on is important to us.
  • Fea­si­bi­li­ty is nice, but habits stand in the way of imple­men­ta­ti­on. We accom­pa­ny our cli­ents per­sis­t­ent­ly and help them to over­co­me the real obs­ta­cles: only their suc­cess con­firms our qua­li­ty.
  • Not only per­so­nal habits but also sys­te­mic pat­terns stand in the way of trans­for­ma­ti­on. This is why we unite the roles of con­sul­tant, trai­ner, coach and mode­ra­tor in chan­ge pro­ces­ses e.g. in work­shops: Inte­gra­ti­on and who­len­ess.
  • You know your “ope­ra­ting sys­tem” and your goals best. As an expert part­ner, we pre­fer to work WITH you rather than “for” you: co-crea­ti­vi­ty.
  • You ask: What do fast, fea­si­ble solu­ti­ons look like in a short time? In fact, we also crea­te com­ple­te­ly new for­mats of self-lear­ning, coa­ching, vir­tu­al lear­ning groups over spa­ti­al distance. It gets tough with peo­p­le who are just “sup­po­sed to” – brin­ging the WILL to the fore is important to us.
  • Even more important: Self-gui­dance! Wit­hout authen­ti­ci­ty no cre­di­bi­li­ty but just “fol­lo­wers” who say yes but do not act accor­din­gly: accoun­ta­bi­li­ty
  • Often the indi­vi­du­al with fresh insights from seminar/training/workshop stands in front of 60 new mails, sta­cked pro­ces­ses and meets a boss who is alre­a­dy impa­ti­ent­ly wai­ting for him. Right back in the midd­le, and alre­a­dy the for­get­ting cur­ve gnaws at recent lear­nings. In the end, “it did­n’t do any good.” That’s why we do more than semi­nars. Prac­ti­ce trans­fer is important to us.
  • No time for reflec­tion? – The limit of mer­ci­less prag­ma­tism seems almost rea­ched: we must pau­se from time to time: stop run­ning! Agi­li­ty does not mean to stir up dust. This also includes moti­va­ti­on, direc­tion, impul­se and sta­tus. Pre­sence.
  • This is pre­cis­e­ly why deve­lo­p­ment pro­grams for high poten­ti­als are wort­hwhile: Peo­p­le chan­ge through indi­vi­du­al and coll­ec­ti­ve lear­ning over a while: if things go well, “Bud­dies fore­ver”: you know each other, you help each other. We make a dif­fe­rence.
  • We are worth our money becau­se we enable value crea­ti­on. We endu­re posi­ti­ve and nega­ti­ve feed­back. We lea­ve when the goals have been rea­ched (glad­ly) or when you no lon­ger want us (a pity). We are worth our money becau­se we enable value crea­ti­on.
  • Not only do we repair the sur­face. Beha­vi­oral the­mes are cou­pled with habits, con­cepts, moti­va­tions and values. Chan­ges need a mini­mum of space and time: Reco­gni­ti­on, thin­king, making, eva­lua­ting new expe­ri­en­ces. We look at cau­sal struc­tures, sys­tems and effects. So that our work is sus­tainable ins­tead of flee­ting.

Ser­vice for our part­ners in Peo­p­le Deve­lo­p­ment

Coa­ching is the most dis­cus­sed form of sup­port. For two ques­ti­ons we offer our thoughts and view:

  1. How do you intro­du­ce and posi­ti­on coa­ching in the organization.Thus the tri­ang­le of lea­der – dedi­ca­ted coa­chee and per­so­nal deve­lo­p­ment col­la­bo­ra­te to the best. Thus coa­ching will unfold its poten­ti­al.
  2. What makes a coach a good coach? Cer­ti­fi­ca­tes, Belong to a well renow­ned com­mu­ni­ty? What does he care for, what ques­ti­ons does he con­sider working for your orga­niza­ti­on?

   Intro­du­cing Coach

How we work

Spirale rot

Nobo­dy likes to be forced, mani­pu­la­ted, bur­ned out. Going for a chan­ge ins­tead of suf­fe­ring. For this we need inspi­ra­ti­on, an idea of the way and the impul­se to do it. We sup­port all this.

  • Often the indi­vi­du­al with fresh insights from seminar/training stands in front of 60 new mails, sta­cked pro­ces­ses and meets a boss who is alre­a­dy impa­ti­ent­ly wai­ting for him – a chall­enge for your peo­p­le that we sup­port.
  • etc.

We stri­ve for “clean” work – essen­ti­al­ly in 3 forms of work:

  • Qua­li­fi­ca­ti­on hap­pens in Seminar/ Trai­ning
    • pre­do­mi­nant­ly face to face: Our the­mes demand full atten­ti­on and men­tal pre­sence from the par­ti­ci­pan­ts. The inter­ac­tions in the group must be noti­ceable.
    • This can be done vir­tual­ly after the lear­ning pro­cess has been star­ted in the same phy­si­cal space.
    • We always work imple­men­ta­ti­on-ori­en­ted in the sen­se of “kick­off”: ever­yo­ne goes back to their ever­y­day prac­ti­ce with their 1–3 pro­jects. We accom­pa­ny the imple­men­ta­ti­on at least through an indi­vi­du­al tele­pho­ne trans­fer coa­ching or fol­low-up mee­ting.
  • Sear­ching, fin­ding, deci­ding hap­pens bila­te­ral­ly in coa­ching. We do not see coa­ching as “inten­si­ve trai­ning” but as a pro­cess that fol­lows the coachee’s agen­da (ICF qua­li­ty stan­dards). We the­r­e­fo­re work in a pro­cess-ori­en­ted man­ner: Brea­king down habits and sys­te­mic pat­terns. Face-to-face here means: in the same phy­si­cal space or via video con­fe­rence (pre­fer­a­b­ly ZOOM)
  • Imple­men­ta­ti­on-ori­en­ted in the group: group coa­ching ses­si­ons. We offer 3 topic-spe­ci­fic GCs: Lea­ding Yours­elf, Lea­ding others, Lea­ding teams
  • … with the who­le team/ orga­niza­tio­nal unit/ depart­ment in work­shops. Pre­sence and lively inter­ac­tion with all sen­ses are still cri­ti­cal to suc­cess: All in 1 room. We do not exclude remo­te indi­vi­du­al par­ti­ci­pan­ts (video con­fe­ren­cing). We see this work as pri­ma­ri­ly results-ori­en­ted, which includes the emo­tio­nal, inspi­ring momen­tum.
  • Train­shops” are a hybrid form: for teams/closed groups: Qua­li­fi­ca­ti­on in a com­mon topic as a team event. Decisi­ve for this form: What does the team need?

We de fac­to lea­ve and streng­then respon­si­bi­li­ty whe­re it belongs. What appli­es to the indi­vi­du­al, he/she deci­des him/herself, not a know-it-all.

Our mea­su­res are sus­tainable in prac­ti­ce through solu­ti­on ori­en­ta­ti­on, the right mix of dif­fe­rent forms of work, and the con­nec­tion to your ongo­ing ope­ra­ti­ons.


Feed­back wel­co­me

How can we sup­port you? Ways ari­se when we design them and then go: inspi­re – design – trans­form!

We will find your best way tog­e­ther. We con­tri­bu­te our com­mit­ment to this. We look for­ward to con­cre­te dis­cus­sions and your feed­back.




Eck­hard Schöl­zel

Diplo­ma in Psy­cho­lo­gy: Work, Orga­ni­sa­tio­nal Psy­cho­lo­gy: Lea­der­ship, manage­ment and col­la­bo­ra­ti­on

Cur­rent blog posts can be found on the home­page.



You can find the opi­ni­ons of our cus­to­mers and cli­ents in the pages of the fields of work.



Mathi­as Scharf

Dipl-Eco­no­mist + Dipl-TZI, Coach & Con­sul­tant sin­ce 1991, various Cer­ti­fi­ca­ti­ons inclu­ding value coa­ching, topics: Orga­ni­sa­tio­nal & stra­te­gic deve­lo­p­ment, manage­ment con­sul­ting, juni­or manage­ment con­sul­ting, pro­ject con­sul­ting, coa­ching (spe­ci­fic topics: e.g. burn-out pre­ven­ti­on), faci­li­ta­ti­on



Agi­li­ty has been under dis­cus­sion for years. The term seems to come from IT deve­lo­p­ment – the mani­festo on agi­li­ty, among other things, was deve­lo­ped by the prot­ago­nists the­re. One thing is clear: The basis of many suc­cessful pro­jects is good pro­ject manage­ment. But what is “good pro­ject manage­ment”? What about pro­jects who­se goals, con­tents and mile­sto­nes can­not be cle­ar­ly …






Know­ledge Era Enter­pri­sing Inc.