“Willst Du

den Charakter eines Menschen erkennen

so gib ihm Macht”



It is important to master a crisis reasonably. The bigger the crisis is, the more important is the right handling of fears, uncertainty and stress – both in contact with others and with oneself!

A crisis happens suddenly and it is impossible to estimate how, when and whether one will be able to cope with it.

For many, this leads to anxiety, uncertainty and stress. Stress is a perceived excessive demand.

Fear is a taboo subject for managers and the higher the hierarchical level, the more important it is for managers to radiate calm and sovereignty.

Coaching in crises supports this:

  •  to master the crisis confidently with an appropriate inner attitude
  • to give orientation to others who are unsettled in order to be able to deal with mood swings in the environment more easily
  •  to learn the function of fear and how to deal with it as well as to recognize masked or repressed fears
  • to have and radiate confidence, even when fear for the future and stress are experienced in the environment
  • to be a director in one’s own life and to set the right priorities.

„It is not things that trouble us, but the opinions we have of things.” (Epictetus)

DOWNLOAD: „Wer aus Angst stirbt, ist auch tot“. In: FAZ, Karriere, 29.04.2020DOWNLOAD: „Was sollen Führungskräfte in der Krise tun?“. In: FAZ, Karriere, 06.04.2020DOWNLOAD: Interview zum Umgang mit Krisen, FAS (Sonntagsausgabe der FAZ) / Beilage „Beruf und Chance“, 05.04.2020

What can I do in my role as a leader in challenging times? What are the Future Skills?

  • Have and communicate a clear long-term mission:
    Employees must be won over to contribute to this mission in solidarity, even if tactical course corrections are necessary. A clear mission does not change when the current situation changes rapidly and frequently.
  • Acting as a role model:
    What do I want my employees to say about me when this crisis is over? What values do I want to exemplify, especially in this crisis? How can I encourage and give orientation to others in this situation?
  • Ensure clarity, integrity and transparency:
    Communicate key facts openly and clearly. Admit when the planning horizon is currently shortened or only a few days. In a crisis, like a fire, there needs to be clarity in leadership and a decision, not a discussion. A decision is better than no decision.
  • Act empathically and humanely:
    Share in the lives of others and show yourself as a human being at eye level to create connectedness.
  • Communicate appreciation and build self-confidence:
    Express thanks as concretely as possible and give more recognition. Remember success factors and strengths from crises in the past and activate them. What has helped in previous transformation processes and in dealing with uncertainty, for example becoming a father/mother, moving house, coping with difficult times at work …