Coaching
Develop People. Strengthen Leadership. Bring Service Culture to Life.
Responsible leadership is an ongoing process. Highly committed and professionally outstanding staff in particular often become managers without having been properly prepared for their new role.
Based on my own years of leadership experience, I am familiar with these situations. I therefore do not use a standardised leadership programme, but tailor my approach to the specific situation, the people involved and the requirements of the individual business.
A spa team requires a different approach to leadership, communication and development than a hotel or a service-based business. As such, I make a conscious distinction between these two areas.
Unlock. Discover. Achieve.
Coaching in three modules
Unlocking potential – selling with heart
Why many people only utilise 20 % of their potential – and how you can realise your full potential.
Building relationships – communication that connects
Complaints as an opportunity: How rapport is built – and why it is your most valuable asset. Telephone sales and communication in challenging situations – confident, clear and warm.
Embodying values – embedding culture in everyday life
Developing a ‘warm welcome culture’ as a guide to harmonious collaboration – tailored to your company’s values.
Coaching sessions are preferably held in your employees’ familiar working environment. This allows challenges to be resolved where they arise – in a practical, effective and sustainable way.
Leadership & Team Development in Spa Operations
A spa has its own unique culture. A close relationship with guests, providing a personalised service, physical labour, sales responsibilities and a variety of professional backgrounds all come up against the pressures of capacity utilisation, shift planning, budgeting, and accountability for turnover and profits.
Drawing on my own many years of operational experience, I support spa managers and teams – from developing new leaders to communication, conflict resolution, service culture, organisation and financial management.
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From colleague to spa manager
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Leadership and conflict management
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Service and advisory culture
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Selling with heart
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Budgetary competence and financial acumen
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Staff deployment, productivity and capacity utilisation
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Responsibility for turnover and profit
Leadership & Team Development in Hospitality & Service Businesses
The focus often lies on clarifying roles, inter-departmental collaboration, change processes, communication, taking responsibility, and establishing a shared culture of service and leadership.
My experience within corporate structures, owner-managed luxury hotels and working with service providers enables me to bring together different perspectives. For me, appreciative leadership and financial responsibility are not mutually exclusive.
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From colleague to manager
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Leadership and personal clarity
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Communication and difficult conversations
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Collaboration between teams and departments
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Service quality and hospitality culture
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Leadership during change processes
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Responsibility for quality, budget, turnover and results
From colleague to manager
A promotion changes relationships. Someone who was part of the team just yesterday now has to make decisions, provide guidance, resolve conflicts and set boundaries.
I personally support aspiring and new leaders on this journey – focusing directly on the actual challenges they face in their day-to-day leadership roles.
My goal is to help leaders fulfil their role with confidence, empathy and a business-oriented mindset – and become independent of my support at some point.