Daniela Landherr

“Coaching? I don’t even know what I’d use it for.” That’s what a former colleague told me last winter during a virtual catch-up. Its company offered coaching, but they had no idea how to use it — or why. It struck me: Coaching is everywhere, but not always understood. 📊 The market tells a different story: • U.S. companies invest $1.2B/year in coaching • Western Europe: $1.4B industry • Globally: $7.3B projected for 2025 • ROI? Around 7×, according to ICF • 99% client satisfaction So… why do so many talented professionals hesitate? Because they associate coaching with “fixing problems.” In reality, coaching solves things like: — Feeling stuck in your role — Making better, faster decisions — Building executive presence — Navigating leadership transitions — Managing up (without burning out) — Finding clarity, not more noise In quiet months, coaching isn’t a luxury. It’s leverage. 🧭 You don’t need a crisis to start. You need a question worth exploring. 👉 If your company offers coaching or mentoring: • Check how to take the opportunity, it´s there for your growth. Use it. • Start small: clarity, confidence, focus. Often a journey starts with an idea, a wish. • Use the summertime to reflect forward and know what you really need You’re not “asking for help.” You’re investing in who you’re becoming. ❔ What’s one thing you’d explore with a coach—if you gave yourself the space? I coach leaders who want sustainable success—not just survival. Let’s have a complimentary first conversation: https://tinyurl.com/KatiaT #ExecutiveCoaching #LeadershipDevelopment #CareerGrowth #CoachingWorks #FutureOfWork #LeadershipClarity #WorkingSmart #HRStrategy #DEIandLeadership

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Why is play such a powerful tool for discovering purpose? In this episode of The Samurai Way, David Ko shares how play creates a space where people no longer feel the pressure to perform. Instead, they begin to open up, engage, communicate, and reconnect with themselves in a more natural way. As an introvert, David understands what it feels like to be the quiet voice in the room. That is why his work through Ikigai Play and LEGO Serious Play focuses on creating safe and meaningful experiences where everyone can be seen and heard. Sometimes, purpose is not discovered through pressure or overthinking. Sometimes, it begins when we simply allow ourselves to play. 🎙️ New episode with David Ko is out on The Samurai Way.

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Clients are the best teachers. This is a truth I have experienced personally, because no matter how much of a multi-instrumentalist you are, if you don’t understand the value HR expects, it won’t work. And HR, in fact, often understands the nuances of their top teams more deeply than anyone else. We have just finished a one-hour event in which we managed to fit four talks by HR and L&D directors from Global Hub, Philip Morris, RBI Retail Innovation, and Metinvest, as well as three NewRealGoal (NRG) Hogan certified consultants.

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I am happy to welcome on the BCC Community platform Dr. Vanessa Mai as our next speaker in the Coach Forward Club. Please read her lines about the session coming up this Thursday as part of the Masters of AI Coaching webinar series. "Can a chatbot really become a trusted partner in coaching? In this session, we’ll explore how AI is already being used in coaching, the different ways to get started, and best practices from real-world experiences. I’ll share insights from research and hands-on projects at TH Köln/University of Applied Sciences, including lessons learned from building CoachBots in resource-constrained environments. We’ll also look ahead to how AI technologies are evolving in coaching - and imagine what the future of coaching could look like when human connection meets digital innovation."

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This #KornFerry post from 2024 recently resurfaced in my feed highlighting how the leadership context has continued to shift - particularly at the most senior levels. Many of the challenges outlined still hold. Leadership development remains high-stakes and getting it wrong carries real organisational risk. But what feels increasingly under-examined is not how we develop leaders, but who we are developing, into what role, at what moment, and why. A ‘first-time’ CEO stepping into their role today doesn’t need generic leadership capability uplift. They need context-specific, role-ready development - grounded in organisational maturity, board dynamics, system fragility, pace of change, and risk exposure. Twelve months on, the global workforce is more volatile, CEO tenures are shorter, and leadership transitions are happening faster and with less margin for error. Leadership development must move beyond pipelines and programs toward precision - the right leader, in the right context, at the right time. Otherwise, we risk developing highly capable leaders who are simply misaligned to the role they are stepping into. #Leadership #Leadershipdevelopment #leadershiptraining #Management #OrganisationalDesign #CEO's #Boards #BoardDirectors #GrowthMindset #L&D

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Are you leading from fear or clarity? In my years as an executive, I naturally prided myself on being decisive. But an unexpected question from a colleague changed everything: Are you making this decision because it's right, or because you're afraid of what happens if you don't? Suddenly, I realized my leadership style was more about fear than strategy—fear of incompetence, fear of my team failing, and even fear of conflict, which led me to micromanage, avoid tough conversations, and say yes to everything. I mistakenly called this strong leadership, but in reality, I was just trying to protect myself. Here's what happened when I finally faced that truth: 🔹 I began questioning if I was moving toward my goals with decisions or simply running away out of fear. 🔹 I learned that fear-based decisions often feel urgent but may not align with core values and objectives. 🔹 By leading from a place of clarity, decisions became simpler and the team stronger. I could let go of the exhausting need to control everything. If you're in a leadership role, consider whether it's fear driving your urgent decisions. Naming the fear is the first step to overcoming it, redirecting your leadership from survival to success. #Leadership #FearlessLeadership #PersonalGrowth

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🫆 Creating a highly effective team through individualisation 🫆 In our most recent leadership training, co-led by Dr. Uta Barbara Nachbaur, PCC, CPCC, CPQC and Heike Aiello, we explored a topic that is becoming increasingly central to modern leadership: 👉individualization in leading people. Great leadership means understanding the unique #strengths, #motivation, and #innerdrivers of each team member. In an evening fire-side session with the participants, senior executive Stephan Zizala reinforced this idea with a powerful observation: building a highly effective team starts with knowing the #superpower of every individual and recognising each individual as an #expert in their own right, regardless of their standing in the hierarchy. Strong leaders can see and name what each person does exceptionally well and shape a team intentionally so that these strengths complement one another. In practice, this requires self-awareness. Leaders need to know their own strengths and equally where they need #complementarity. Frameworks such as #SCARF remind us that people are motivated by deeply human drivers like status, certainty, autonomy, relatedness, and fairness. Understanding these internal motivations allows leaders to create environments in which individuals can be at their best.Individualized leadership is about: 👉seeing people clearly, 👉understanding their motivations, 👉designing teams where strengths amplify each other. It was great to see that this topic resonated so deeply with the leaders in the room. A warm thank you also to Helga Sevriens, Marcel Thierry and Roel Stroo of Relevance for their support! 🙌 #leadershipdevelopment

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Does your leadership style show confidence in others or a lack of trust? In this episode of the #LeadershipTraitsDecoded Podcast, Cynthia Kyriazis and Andrea Sedlacek Martin explore the trait of belief in others - the ability to trust in people’s capabilities, invest in their growth, and empower them to do their best work. When belief in others is balanced, it builds trust and motivation. But too little creates controlling behaviors that stifle performance - while too much can lead to blind spots. You’ll learn: *Why too little belief in others makes leaders controlling rather than empowering *How low belief can prevent leaders from seeing employees’ full potential *Why addressing this trait often requires direct conversation and developmental planning *How leaders may unconsciously perpetuate patterns from their own managers *The difference between empathy and compassion — and why both matter for leadership *How emotional intelligence helps break negative cycles and build stronger teams. Listen to the full episode - https://lnkd.in/gyw2bYTq Spotify: https://lnkd.in/gjBUtUyP Apple: https://lnkd.in/ggeYcJcX #LeadershipTraitsDecoded #LeadershipDevelopment #TrustAndControl #EmotionalIntelligence #TeamDynamics #BeliefInOthers

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𝘾𝙖𝙣 𝙩𝙝𝙚 𝙋𝙝𝙞𝙡𝙤𝙨𝙤𝙥𝙝𝙚𝙧-𝙈𝙮𝙨𝙩𝙞𝙘 𝙍𝙚𝙛𝙧𝙖𝙢𝙚 𝙊𝙧𝙜𝙖𝙣𝙞𝙯𝙖𝙩𝙞𝙤𝙣𝙖𝙡 𝘿𝙚𝙫𝙚𝙡𝙤𝙥𝙢𝙚𝙣𝙩 𝙁𝙤𝙧 𝙖 𝘽𝙚𝙩𝙩𝙚𝙧 𝙒𝙤𝙧𝙡𝙙? Organizations today THINK that they need more planning, more data, more responsiveness to systemic change. What they really need is to tap into transformational pathways that reveal hidden possibilities, organizational evolution, and higher order purpose. The former is a vicious cycle in which organizations respond to what other organizations are selling, promoting, or popularizing - a cannibalistic activity where the system creates new ideas for the system to feed upon that always result in more of the system itself, somewhat akin to the movie "Soylent Green." Such an approach is devoid of regenerativity, creativity, originality, and transformational growth. To truly build an organization that has longevity, it must realize new growth curves of purpose and potential. Trends are a death cycle - the call is coming from inside the house! Transformation is embracing the power of ever-emerging pathways of inherent novelty, grasping the unrealized opportunities that lie dormant in our DNA, and unlocking an ongoing collective perception of what we can become if we are in coherence with something larger than the our organizational boundaries! https://lnkd.in/dMbhKHCK

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I’m grateful for the opportunity to share insights from 𝘑𝘖𝘠𝘉𝘦𝘪𝘯𝘨: 𝘊𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘯𝘨 𝘞𝘪𝘵𝘩 𝘠𝘰𝘶𝘳 𝘌𝘴𝘴𝘦𝘯𝘤𝘦 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘙𝘩𝘺𝘵𝘩𝘮 𝘰𝘧 𝘓𝘪𝘧𝘦 𝘵𝘰 𝘛𝘩𝘳𝘪𝘷𝘦 𝘢𝘯𝘥 𝘐𝘯𝘴𝘱𝘪𝘳𝘦, the book I co-authored with Gila Seritcioglu. In our work, we’ve seen how JOYBeing can be a powerful fuel for resilience. Simple practices, like noticing moments of joy or reframing emotions as valuable messengers, can transform how leaders, coaches, and those around them experience challenge and possibility. Thank you Katherine Holt, for hosting us to share with the Global Coaches Community. Also, thank you Abigail Baker, for the opportunity to speak with Organization Development professionals. Learn more at https://JOYBeing.org JOYBeing book available at booksellers near you. Katherine Holt, PhD, PCC, CPTD Fellow Gila Seritcioglu MA., MCC Jane Cooke-Lauder Teresa Woodland (伍德兰） Nora Vazquez Emmy Miller Virginia Lee Williams

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  From Executive to Energy Healer: Cristiana Eltrayan’s Mission to Rebalance the World 10 years at the top of corporate… then a life-altering pivot into purpose. Dear friends, Cristiana Eltrayan now leads global summits and soul-healing retreats that help leaders and professionals recalibrate, reconnect, and realign. In this Wellness Spring chat we discuss emotional intelligence, energetic nourishment, relationship clarity and how it all ties to your productivity and inner peace. Ready to evolve? Listen to this game-changing conversation. Watch the full episode now! https://lnkd.in/gRYJPGc5 As always, please comment. We´d love to hear your thoughts. Please subscribe if you haven´t already done so and share with anyone who could benefit. Love Beverley #entrepreneur #consciousleadership #podcast #author #iam #inspirationalspeaker #womenempoweringwomen #womenempowerment

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Leaders are trained to operate with a manager mindset because consensus and predictability are essential to execute complex operations. Everyone needs to know their role to carry out their responsibilities and be able to trust that everyone else will do the same. That’s how you deliver for customers, partners, employees and other stakeholders. When you need to change course, however, you need to discard the manager mindset and embrace a changemaker mindset and that means that the usual best practices won’t work. Change isn’t predictable, but uncertain. You can’t expect a consensus, so need to identify a coalition that’s willing to believe in the change vision and explore possibilities. What makes that so difficult is that adopting a changemaker mindset requires leaders to abandon what made them successful in the first place. Persuading people that you have the right vision is unlikely to succeed, so you need to identify people who are already enthusiastic about it. Instead of emphasizing on how the change is different, you need to focus on values that are already widely shared. What’s perhaps most challenging — and humbling — for leaders to understand is that transformation is not a journey in which they get to play the hero, but a strategic conflict with the status quo in their own organization, which is supported by sources of power that have had years — and sometimes decades — to take hold. Effective leaders need to master both the manager mindset and the changemaker mindset and learn to effectively switch off between the two. Just because you need to pursue change doesn’t mean you can just ignore everyday operations. On the other hand, if you try to pursue change with a manager mindset you are almost guaranteed to fail. Genuine transformation happens not when you push change harder, but when you embrace a different mindset. (Friend link in the comments)

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Here is an important example of Psychology working to earn a seat at the table. This might well be the most important table for which to have an invitation.

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The evidence is clear: companies with more women in boardrooms and C-suites consistently outperform their peers. My latest research summary reveals six compelling reasons why gender diversity isn't just about equity—it's a competitive advantage. The research also shows women directors: ⭐ come more prepared, ⭐ ask better questions, ⭐ create boardroom dynamics that reduce risk, ⭐ improve governance outcomes. ➕ ➕ Plus, there's a powerful ‘multiplier effect’—each woman added to the C-suite positively impacts the number of women in senior management roles below. Yet in New Zealand, while women make up 52.1% of public sector boards, they represent only 31% of NZX-listed company director positions. The gap represents a significant missed opportunity for business performance. Download the full report to access all six research-backed reasons, complete with quotes and citations perfect for building your own business case. https://lnkd.in/gkjdwHu2

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What if every interaction you have could create value? So many of our daily exchanges - at work, in leadership, with ourselves - are transactional. We give something, we get something. What if we chose to relate differently? In this short video, I introduce the idea of Transformational Relating: a conscious shift in how we engage with others, where every interaction becomes an opportunity for growth, for value, for transformation. The mindset is simple but powerful: 💡 Who could I become in this interaction? 💡 Who could they become? 💡 What might emerge between us that didn’t exist before? This approach isn’t just for coaches or facilitators. It’s a leadership superpower. Imagine leading teams, conversations, or even casual chats while you buy a sandwich with this level of presence and intention. I'll put a link to more information about transformational relating in the comments. 💬 How do you consciously create value in your daily interactions? -------------------------------------------------------- This was recorded in the context of a Masterclass on Leading Yourself on the topic of Relating. If you are interested in learning more about the class and upcoming classes on Leading and Relating more effectively with others, DM me or check out https://lnkd.in/dTZabiXM #Leadership #TransformationalRelating #EmotionalIntelligence #ConsciousLeadership #GrowthMindset #ValueCreation #SelfDevelopment #RelationalLeadership

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Your next CEO probably doesn't want the job. At least not the way you're selling it. 52% of Gen Z actively avoid middle management. 72% prefer staying as individual contributors. This isn't about entitlement. They watched their parents burn out for corner offices. Now they're asking: "How does this role support my mental health?" "What's your climate impact?" "Can I actually have a life?" The companies that adapt will win. The ones clinging to "pay your dues" are already losing. Full thoughts on redefining leadership for the next generation in my new article. 👇 #GenZ #Career #Leadership

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I recently had the pleasure of speaking with Reinhard Stelter, Ph.D. in Series 4 of my podcast COACH+. Reinhard is a leading voice in coaching psychology and dialogical coaching. In this short clip, Reinhard shares something I think is often underexplored in our field: the ongoing development of the coach - and the use of self within the coaching dialogue. He speaks candidly about how his own reflections, experiences, and presence become part of the relational space - not in a directive way, but as a way of deepening dialogue and meaning-making. It’s a powerful reminder that: Coaching is not just about models and methods; the instrument of the work is the coach themselves. Our own development shapes the depth we can hold for others. For those working at a more advanced level of coaching, this invites a different kind of question - not just what do I do? but who am I in this conversation? Thanks to CoachHub - The digital coaching platform for their support 🙏 🎥 Watch the full episode here: https://lnkd.in/g-DKXtyy

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How do you #EmbraceTheParadox of leading change? . Change is rarely straightforward. It asks us to bring seemingly opposite qualities together: . The courage to face challenges directly, make bold decisions, and drive progress—even when it feels uncomfortable. . The openness to unite people, welcome different perspectives, and nurture harmony. . Both are essential. Yet, leaning too far one way can create imbalance: ⚠️ Over-focus on results may push people away and spark conflict. ⚠️ Over-focus on harmony may hold back necessary decisions and stall progress. True effectiveness lies in holding both together: ✔️ Outcome-focused and People-focused ✔️ Accommodating and Tough ✔️ Results and Relationships There’s no single formula for balance. But we can start by asking: 💡 How can we support people in adapting to change while staying true to new standards, strategies, and expectations? The most impactful change leaders don’t choose between people and progress. They integrate both—and lead with balance. . . . #luminalearningusa #people #focused #outcome #effective #adapt

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Leadership development often starts with competencies, behaviors, and skills. That’s the wrong place to start. It’s understandable how we got here. To build credibility, L&D became very good at defining leadership. That created structure and a shared language. But it didn’t reliably translate into better execution. We got better at describing leadership than at changing the work. If we’re serious about development, it has to change the work. You see this play out in research as well: • McKinsey & Company emphasizes that capability building only works when it’s embedded in execution • Gartner continues to show that leadership development investment isn’t consistently translating into results • Association for Talent Development highlights how difficult it is to demonstrate ROI when development is disconnected from business outcomes It all points to the same conclusion: Development has to change the work. When leadership development works, it is usually because the work itself is clear: • What decisions do leaders at this level actually own? • Where does execution break down? • What trade-offs define success? From there, you define behaviors. Then capabilities. Then development. In that order. Because what is leadership development if it doesn’t change the work?

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