It is exceptionally unfortunate if one gets the wrong Executive- or Performance-Coach. Unfortunately for both sides. Hence, I ask you, take the time to read my performance-profile completely. If my profile has persuaded you, I am glad about your phone call or your e-mail. Then we will agree on a "get to know - appointment". Only afterwards we decide whether we work together.
I
concentrate my offer upon challenging situations, i.e. leadership,
management of change, crisis-management, conflict-management and
problem-solving / decision-making (managing complexity, managing the unexpected).
I pay a lot of attention to choose methods that are target-oriented
and that allow participants to reach quickly good and sustainable
solutions. Because of my long-standing experience in management,
training and coaching I am also perceived by business people and
executive managers as a partner at the same eye level.
Trainer since 1978 (company-internal, that is to say for certain subjects) respectively since 1994 (freelance trainer)
Coach since 1987
My network and co-operation partners
Lufthansa Technical Training GmbH
DB - Training
Horst Rückle Team GmbH
MCG
solwic-team pg.
My industry knowledge
automotive, aviation industry, medical technology, chemical industry, logistics, energy utilities, oil and natural gas industry, electrical and mechanical technology, finance
Vita
Training
| Job / study | Period | Institute | Fokus |
| Diplom-Betriebswirt (MBA - equivalent) | 1975 - 1978 | FH Kiel (University of Applied Sciences) | managerial-economics |
| business economist | 1973 - 1975 | Wirtschaftsakademie Schleswig-Holstein, Kiel (business academy) | business administration |
| banker | 1975 - 1978 | Stadtsparkasse Flensburg | finance |
Career
| Period | Job / span of control | Function | Industrial sector / company |
| since 2003 | CEO / 8 staff members | executive coaching, executive training, executive consultancy | service business / solwic-team pg |
| since 1998 | coach, trainer, facilitator, consultant | coaching, training, presentation, consulting | service business / Lufthansa Technical Training GmbH (LTT) |
| since 1996 | coach, trainer, facilitator, consultant | coaching, training, presentation, consulting | service business / DB Training |
| 1998 - 2002 | key-account - partner, 15 staff members | development and direction of a new business-unit "industry" / training and consulting | service business / Schwäbisch Hall Training GmbH (SHT) |
| 1993 -1998 | directon of a trainer-network | coaching, training, consulting | service business / Trainer- und Berater-Netzwerk Hameln |
| 1990 - 1993 | personnel manager sales and distribution and manager personnel development group of companies, 100 staff members | personnel, personnel development | electrical technology / Stiebel Eltron |
| 1987 - 1990 | manager personnel development, 80 staff members | personnel development | automotive / ZF Lemförde |
| 1980 - 1987 | personnel specialist, 20 staff members | personnel relations and personnel development | oil and natural gas industry / BEB (subsidiary company Exxon and Shell) |
| 1978 - 1980 | vice business administration manager / 20 staff members | internal audit, personnel relations, organisation, advertising | financial service / BfG (now Santander) |
Foreign language
English, realized seminars > 30
Additional qualifications
| Training | Period | Institute |
| advanced training | continuous | Coaching, seminars and conventions: diverse leadership, management of change, problem-solving, decision making, crisis management and conflict management issues, language seminars |
| business coach | 2003 | Bildungsakademie Hoedekenhus |
| trainer AEVO | 1975 | Wirtschaftsakademie Schleswig-Holstein |
Relevant professional experience as a trainer
| Issues | Since | Target group | Number of seminars | Industrial sector |
| train the trainer | 2007 | specialists and executive staff | ca. 30 | logistics, aviation industry |
| managing complexity | 2007 | upper management | ca. 30 | logistics, automotive |
| innovation & creativity | 2006 | specialists and executive staff | ca. 10 | information technology |
| management of information | 2006 | specialists and executive staff | ca. 10 | logistics |
| time and self-management | 2004 | specialists and executive staff | ca. 20 | finance services, logistics |
| business administration | 2003 | specialists and executive staff | ca. 20 | logistics |
| management of change | 1998 | executive staff | ca. 80 | diverse industries |
| sales | 1998 | business people, marketing staff, executives | ca. 50 | finance services, craft, retail |
| conflict management | 1993 | specialists and executive staff | > 100 | diverse industries |
| problem-solving and decision-making | 1988 | specialists and executive staff | > 100 | diverse industries |
| project management | 1986 | project staff and project manager | ca. 50 | finance services, diverse industries |
| business facilitation | 1985 | specialists and executive staff | ca. 40 | diverse industries |
| presentation | 1985 | specialists and executive staff | ca. 20 | diverse industries |
| rhetoric | 1985 | specialists and executive staff | ca. 50 | diverse industries |
| leadership | 1985 | executive staff | > 100 | diverse industries |
| workshops | 1978 | specialists and executive staff | > 100 | diverse industries |
| specialist training | 1978 | specialists and executive staff | ca. 20 | diverse industries |
Relevant professional experience as an executive- & performance-coach
| Issues | Since | Target group | Number of coachings | Industrial sector |
| management and leadership | 1987 | business people and executives | ca. 50 | diverse industries |
| official coach with Deutsche Bahn AG and Lufthansa |
Choice of some customer references and projects from the last 10 years
| Company | Period | Project | Brief description | Effect |
| Hoerbiger | since 2011 | managing the unexpected | specific seminars for executives | expertise enlargement |
| Lufthansa Technik AG | since 2011 | leadership development | specific seminars for foremen | expertise development |
| heristo / füngers | 2010 | leadership development | managing complexity, leadership, communication, conflict management, management of change, time and self-management | expertise development |
| Gleason | 2009/2010 | general management | management-tools and leadership for the middle management | expertise development |
| Gleason | 2009 | problem-solving and decision-making | first and second management level | expertise development |
| Hoerbiger (Vienna, Denver, Singapore) | since 2008 | managing complexity | it is about the construction of methodical expertise as well as work with concrete situations of the participants | expertise development |
| Lufthansa (London) | 2007/2008 | problem-solving and decision-making | it is about the construction of methodical expertise as well as work with concrete situations of the participants | expertise development |
| Texas Instruments | 2006/2007 | innovation management | it is about the construction of methodical expertise as well as work with concrete situations of the participants | expertise development |
| Lufthansa Technik AG | 2006/2007 | diverse workshops | launching change intitiatives | workshops were executed successfully |
| LTT | since 2006 | leadership development and organisational development | leadership behaviour, leadership tools, treatment of concrete leadership-sitations, development of company values, management of change | expertise development and organisational development |
| Dynamit Nobel (later on Plastal, now Faurecia) | 2005 - 2008 | special leadership seminars for technical executives | leadership behaviour, leadership tools, work with concrete situations of the participants | expertise development |
| Sinn Leffers AG | 2002/2003 | turnaround workshops | management of change | workshops were executed successfully |
| Bausparkasse Schwäbisch Hall | 2000 - 2002 | workshops in connection with a merger, large-group conference in connection with a spin off | management of change | workshops and conference were executed successfully |
| Logistics (Deutsche Bahn, Lufthansa) | since 1996 | workshops | trouble shooting, crisis intervention, strategy development, upgrading collaboration, | it is about the development of solutions which are accepted by all participants |
| Deutsche Bahn AG | since 1996 | leadership development | leadership behaviour, leadership tools, work with concrete situations of the participants | expertise development |
Hans-W. Behrendsen Schultheißenstr. 50 D-31789 Hameln Fon +49(0)5151-67683