Following a reorganization, several teams—which had previously operated largely independently—are supposed to work more closely together. But even after several months, this isn’t working. On the contrary! Decisions are taking longer and longer, conflicts are on the rise, and the team leaders are blaming each other for the difficulties. The division manager in charge has already held discussions, articulated expectations, and appealed to their shared sense of responsibility. Little has changed. She therefore decides to seek coaching from an experienced viadoo Guide.

Generally speaking, taking such a step isn’t easy for managers. After all, they’re used to making decisions and asserting themselves even in the face of resistance. Nevertheless, they, too, are not immune to viewing situations from their own perspective and under the influence of their environment. The more complex a situation is, the harder it becomes for them to distinguish between what is actually happening and their own interpretation.

Table of Contents

1. How coaches foster self-reflection through questions
2. A change in perspective reveals the solution
3. Four questions before an important decision
4. When coaching can be especially valuable
5. Coaching is not a sign of weakness
6. Conclusion: Better decisions instead of ready-made answers

How coaches foster self-reflection through questions

This insight is shared by the division manager in question. She knows that a professional coach stands outside her situation, doesn’t have to defend any position, and has no stake in a particular decision. She also realizes that the coach neither automatically has a solution ready nor would impose one. Rather, the coach’s role is to ask questions for which there is often little room in day-to-day business:

• What assumptions underlie my assessment?
• What might I be overlooking?
• What other perspective could be helpful?
• What consequences would my decision have—including for others?
• And what problem am I actually trying to solve?

It is precisely in this spirit that the division manager now examines her situation from various perspectives. In doing so, it becomes clear that the problem—contrary to what she had previously assumed—does not lie solely with the leaders of the merged teams, but also with herself.

A change in perspective reveals the solution

For while she changed structures through the reorganization, she left the team leaders’ core responsibilities and decision-making authority unchanged. She wanted to give them as much leeway as possible. But the team leaders acted as they always had—understandably so—which led to the escalating conflicts.

The division manager’s original question

“How can I get team leaders to work together better?”

has evolved into a different one:

“What do I need to clarify and decide myself to make collaboration possible in the first place?”

The coach did not solve the problem. Nor did he decide how responsibilities should be distributed in the future. But the manager now views the situation differently and can therefore make different decisions and take different actions. This is precisely where the impact of coaching lies.

Four questions before an important decision

Not every decision requires coaching. But especially in complex situations, it’s worth consciously examining your own perspective.

Four questions can be helpful here:

1. What do I actually know—and what am I merely assuming?
2. What perspective have I not considered so far?
3. What consequences will my decision have for others?
4. What do I need to do or change myself so that my decision can have an impact?

The questions seem simple. However, consistently applying them to one’s own situation as part of self-reflection is often less straightforward.

When coaching can be especially valuable

Unlike the department head in our example, leaders should not wait until something has gone wrong before seeking coaching. Coaching is particularly valuable precisely when various options are still on the table. It becomes especially relevant when behaviors that were previously successful no longer achieve the desired results.

A leader who has successfully managed a small team faces different challenges when taking over a large division. An organization experiencing rapid growth requires different decision-making and communication structures than a startup with twenty employees. And a reorganization changes not only the boxes on an organizational chart, but also roles, relationships, and expectations.

Coaching is not a sign of weakness

One misconception persists: Anyone who needs coaching apparently has a problem they cannot solve on their own. This view misunderstands what professional coaching is all about.

People who make far-reaching decisions, in particular, benefit from having their assumptions occasionally challenged by someone who is neither part of the hierarchy nor directly affected by the decision.

Coaching does not delegate decision-making. On the contrary: responsibility remains entirely with the leader. Coaching can, however, help the leader exercise this responsibility more consciously.

Conclusion: Better decisions instead of ready-made answers

Coaching thus creates space for leaders to reflect, reveals alternative perspectives, challenges supposed certainties, and expands their scope for action.

This is particularly crucial in times of transformation, new technologies, and increasing complexity. After all, the less clear-cut a situation is, the more important the quality of the decisions managers make becomes.

Coaching should therefore not wait until something goes wrong to begin.