In-house sparring & coaching by the
Growth Coach

The majority of companies pursue a clearly defined growth strategy. Two forms of growth appear to be the most common: quantitative growth and organisational growth. In many places, growth in business results (customers, orders, turnover, earnings) is the strategic priority (SHOULD), which is planned in detail. The growth of the company organisation, on the other hand, is often a secondary consideration (SHOULD/MUST/WILL?). In the past, the consequences of this secondary consideration, for which planning was minimal or non-existent, were often described as typical ‘growing pains’, which, with a lot of targeted commitment and hands-on effort, successful companies must and will get through. But what happens when, in times like these, the workforce no longer understands or desires this kind of activism, and leaves? What if these growing pains are compounded by additional external stress factors, such as which have rarely been felt over the past several decades?

An in-house growth coach takes over the training and active support of company management for the successful implementation of dedicated (planned) growth phases. With their relevant and extensive expertise, growth coaches relieve the burden on management staff by providing additional know-how and reliably available capacity.

The core task of the role is to ensure that individual growth phases in the company are not only managed on a project, product or business-related (solitary) basis, but also to provide for the necessary ongoing development of the company organisation, the people working in it and the organisational culture. This ensures that there is a consistent and, above all, operationalised corporate strategy that includes all essential elements.

In addition to relevant educational qualifications, the requirements for this position are, most importantly, demonstrated professional and practical experience in managing growth and/or change phases at the management level. Suitable candidates must possess the social competence and rhetorical confidence needed to assume the role of coordinator, moderator and, if necessary, mediator. Other requirements include conceptual skills, analytical skills and business expertise as well as an awareness of human behaviour patterns and how to deal with them.

We are happy to take on this in-house role for you as an external service provider, including the associated change office services. Alternatively, we can support you with the implementation and filling of this position as well as with a guided induction phase.