A panel assembled by a team during a workshop. It stayed on the office wall.
For companies
Sometimes change in a company moves so fast that people cannot keep up. Sometimes the opposite: work turns into a habit that is hard to break, and effectiveness quietly drops.
In both cases the same thing helps: stop and remember why we are here. Find a common denominator — the values that matter to the company, to the team and to each person separately.
That takes a particular kind of time — not about deadlines and tasks, but about what matters to each person at work and what actually motivates them. Time to slow down and see how to make work a little happier.
Sometimes very small actions are enough, and a lot changes. Sometimes it is about money. More often it is not. So what is it about?
A panel assembled by a team during a workshop. It stayed on the office wall.
Team building with meaning
Two to three hours, in person. No limit on group size — from a team of five to a whole company. The format adapts to the number of participants.
When teams call me
How it goes
What the company is left with
A package of one-to-one sessions. Online, or in person in Cyprus.
Leaders often do not need new knowledge: they have the experience, the trainings, the books.
«I knew all of this myself — but in that particular moment, for some reason, I did not use it»
That sentence comes up in sessions again and again. This is how coaching works: it lets you step outside your usual perception, see the whole picture and make more systemic decisions.
When leaders call me
* If the burnout is long-standing and severe, coaching will not help. I do not work with depressive states, but I can refer you to a psychotherapist.
Cases from practice
A project manager with more than ten years of experience. She came wanting to move from a project role into a product one. She was confident in her skills — but the moment an interview for the new role came up, she froze, blushed, and the confidence disappeared.
In three sessions we worked out where that came from, found the strengths she could stand on in both roles, and turned the fear of mistakes into a way of gaining experience.
A month later: interview passed, offer for the new role at a large company.
Two months after the promotion. She used to talk with everyone; now she could not. «I get nothing done, engagement is low, motivation is falling, management is unhappy, I am burning out.»
We worked through images. From «a nanny in a kindergarten and a prison guard» we arrived at «the captain of a pirate ship — with my own crew, fire and drive». The leader's stance changed, and the team's engagement followed.
By the end of the month the team hit its KPIs and set a revenue record.
«Communication with most people is fine, but there is one I cannot reach.»
We worked through metaphor. It turned out that such employees are like hedgehogs: forcing them is useless, but offering something and then leaving them alone works. The idea came up to invite him into a research project.
He warmed up and made contact — slowly, but on his own.
Cases are published with clients' consent, without names or identifying details.
Why you can trust me with this
30 minutes, online, free.
Pricing depends on the task.
Feel free to forward this page to whoever makes the decision.