Waltraud Glaeser

In times of digitalization and agile transformation, the appropriate design and motivating architecture of the development or change process are crucial. I understand “change management” as a consciously initiated and intentionally designed change process. This can be embedded in organizational development, but has a clear motive, a beginning and an end. When accompanying (entrepreneurial) processes and developing leadership competencies, I follow systemic principles: In this way, with a view to intended results, those affected change into participants, the organization learns in the process of change to recognize its own patterns and to distinguish whether these are helpful or hindering, and can try out new patterns. Kurt Lewin aptly put my attitude as a process facilitator this way: “For your information, let me ask you some questions.” In this sense, I mean that there can be no right action without an interested diagnosis and that the solution potential is to a large extent already present in the organization itself and often only needs to be catalyzed appropriately.

At the beginning of a joint process, I am therefore always observing, inquiring and understanding, i.e. primarily open, curious, registering, appreciative and non-judgmental. This enables me to find out what is specifically ‘going on’ and which topics need to be worked on. After all, according to Steve de Shazer, it’s all about ‘more of what works’ rather than change per sé. Once the system has gained a better understanding of its origins, persistence and inertia, new possibilities for ‘what to do’ open up. The focus is on motivations and potential initiatives of the stakeholders as well as on the capabilities of the organization itself to change.

My contribution to such management processes is to stimulate and activate potentials for self-organization. And, at the same time, to train the participants in a targeted manner to successfully manage themselves. The conceptual linchpin for all participants is the willingness to assume clarified responsibility – for example, in an organization for one’s own role. Experience shows that such processes usually lead to a sustainable change in the corporate culture and the people who support it.

Qualifications

  • Master of Political Science
  • Coach training
  • Training as IntrovisionCoach
  • Sales coach and trainer
  • Systemic change and organizational consultant
  • Holistic facilitator according to the Genuine Contact™ method
  • Advanced training in team and group coaching and group dynamics
  • Training in aptitude diagnostics and talent management
  • Many years of conducting selection processes and assessment centers for specialists and executives
  • Professional SCRUM Master
  • VUKA Facilitator

Professional experience

  • Lecturer on various topics of the VUCA world
  • Eleven years self-employed as an organizational consultant, facilitator, coach and trainer
  • Fifteen years of experience as branch manager of a profit center, speaker at the academy, coach, sales coach, consultant and in business development in a company for personnel services
  • Five years as a member of the supervisory board of a listed stock corporation
  • Six years as assistant to the management in an international courier service with focus on the development and expansion of the operative and strategic international business
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