Hello Evelyn, please introduce yourself and tell our readers what you do at meinestadt.de and from which projects your colleagues know you.
I have been part of the Corporate Strategy team at meinestadt.de since September 2019. My current topics include working on our Strategy Framework (for example, I’m currently developing the People Strategy together with Marta (Director People & Operations) and the team), expanding Strategy Empowerment (our approach to implementing the strategy together), rebuilding the Strategy Index, coordinating the Strategy Spotlight, and coordinating the App project together with Anita (Head of Editorial Content & Local Information.
Probably one or the other has already been in a workshop with me.
Evelyn, at meinestadt.de you are part of the Corporate Strategy Team. In March 2020, you started training as a systemic coach on the side. What motivated you to do this training?
Ever since I was a student, I have been dealing with questions such as “Who am I?” “Who do I want to be?” “How do I get there?” and “What are my personal values that I want to base my actions and decisions on?” (Side Note: I have now clearly defined my personal values for myself, applying them unreservedly in every situation and circumstance is still challenging at times). So continuous reflection and questioning has been part of me for a long time. Besides poring over various books on these topics, I then discovered the world of systemic coaching and was blown away: there is scientific research and certified training on the thoughts that have been buzzing through my head for years. That’s why it’s been my goal for a long time to do this training at some point. The fact that I am now tackling this goal sooner than I thought was purely a gut decision – I just couldn’t wait any longer.
As a systemic coach it is my task to open up new spaces of possibilities together with the client (…).
It makes me happy to see others grow and strengthen and to watch them become aware of their own potential. Because that is what systemic coaching is all about. People often complain, can’t manage to leave their one-sided perspective and feel powerless as a result (side note: I don’t exclude myself here). As a systemic coach it is my task to question this supposed “powerlessness” together with the client and to open up new spaces of possibilities.
Two important additions must be made to this. First, in systemic coaching, the ultimate goal is not to change individuals, but to enable people to change systems through their own power. In a professional context, a system can be, for example, the entire company, a team or a bilateral relationship between colleagues. Secondly, the rule “No coaching without an assignment!” always applies. So you can continue to talk and discuss with me normally without being coached subliminally ;).
Can you give us a brief overview of what you are learning in the apprenticeship and at what point in the apprenticeship you are currently?
The most important thing that I learn in the coaching training is to internalize the coaching attitude. This attitude is built on two basic pillars. The first is to treat each person with unconditional appreciation. The second pillar revolves around the theme of self-efficacy: every person carries within him or her everything he or she needs to initiate desired changes.
I find that this is a very benevolent and respectful way to meet people and, incidentally, this attitude also leads to a kind treatment of oneself.
The requirement for the coach in a coaching conversation is not to leave this attitude. It is important for a coach not to inwardly conjecture what is best for the counterpart, but to support him in connecting with his inner resources and developing solutions for his “problem” himself – because these are the most sustainable. I find this to be a very benevolent and respectful way of approaching people, and incidentally, this attitude also leads to a kinder approach to oneself.
In general, the coach is often confused with the consultant. However, these are entirely different roles: A consultant is hired when you want advice. A coach is hired when you want to work on giving yourself that advice. Makes sense, doesn’t it 😉
In addition, I naturally learn many different tools (conversation techniques, resource activation tools, etc.) for individual coaching and team coaching. However, these things remain “only” accessories: the attitude is crucial.
I am currently in the process of preparing for a term paper on the topic of “Impostor Syndrome” as a final exam piece. I will then complete my training in March 2022.
How was your desire to do the training perceived by the team? How do they support you?
Everyone in the team reacted positively to this decision and there were no concerns or doubts as to whether I could reconcile the training with my work. I was also allowed to “test” coach various colleagues – for this kind of support I am of course particularly grateful! 🙂
Even before the training, I was able to exchange ideas with colleagues who had also completed the training. This allowed me to dispel the last doubts as to whether I was still a bit too young for this training. Quote from a colleague: “You don’t need to be a certain age to become a coach. You need a certain, open attitude towards your fellow human beings.”
The training modules take place every two months on the weekend, so I’m away for a maximum of one Friday or Monday every two months. However, these days are covered by the educational leave that every employee in Germany is entitled to.
The financing I have done completely myself!
As a prospective coach, you usually also learn a lot about yourself. What is your biggest learning so far or did you have a personal aha moment?
I had at least 1,542 aha moments. Through the training, you learn an incredible amount about yourself. One of many insights is that there is no objectivity in interpersonal interaction in experiencing and feeling. Basic rules like “People don’t perceive, they give!” or “The receiver determines the message of the message!” are sentences that definitely triggered a lot in me. Actions and reactions are based on the under-fulfillment of one or more basic needs. So when I find myself in a situation where a statement or action by another person evokes negative feelings in me, I try to listen inside myself and find out why the action or statement upsets me. This “listening in” puts me back in the driver seat and I can decide how to categorize these feelings and, most importantly, how to react instead of just continuing to be angry (stimulus-response model).
Basic rules like “People don’t perceive, they give!” or “The receiver determines the message of the message!” are sentences that definitely triggered a lot in me.
Does what you’ve learned already help you in your job, and how do you think you could bring your coaching skills to meinestadt.de in the future?
My training is specifically called: “Systemic Coaching and Change Management”. So I learn not only how to coach individuals, but also how to accompany teams and entire organizations in change processes.
Anyone who has been with meinestadt.de for a while has realized by now that quite a lot can and must happen here in a short time if we are to remain successful. However, changes in general are often viewed skeptically at the beginning. Logical: everything that is new/different first causes uncertainty – that’s human nature. Actively absorbing, cushioning or preventing the stress that can arise in the process is not yet structurally anchored in our organization, and tackling this together with colleagues who are also currently in training could be a great asset.
I am pleased to see that people are increasingly becoming the focus of organizations (Side Note: Unfortunately, this trend is only developing in Mini Steps). Because without people who have the opportunity to fully exploit and develop their strengths in a conducive work environment, the best strategy will not work. 🙂
Thank you for the interview Evelyn!
More info
For whom is the training suitable?
Basically, the training is suitable for every person who is interested in the growth of people and the system change from within – no matter in which position one is, whether with leadership responsibility or without.