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5 minute chat with Annette Reissfelder

Interview with Annette Reissfelder - Professional Accredited Coach.

What is new at A.B. Reissfelder Executive Coaching?

Quite recently, my work with family businesses in transition has been reaching higher levels in my Czech practice than in my German practice. Passing the baton from the founding generation to either family or hired managers is a challenging phase for companies on many levels. Because there is so much at stake, and so much identity invested, it makes sense for the owners to bring in someone who can work equally skilfully with the ownership system, the managerial system, and the family system. Of course it requires a mature individual who is able to connect on a personal level with everyone in the system to offer relevant insights for both generations. To add to the complexity, all this work is done in a context of perceived conflicting interests. You definitely shouldn’t mind conflict or complexity if you want to be effective in this line of work!

What is your strategy for reaching good results on the market?

In the Czech Republic, it isn’t too common for executive coaches to have change management experience or know about organisational development – unlike in Germany, where this is mandatory for an executive coach. Here, coaching is still viewed more like a personal service, which is a pity because many issues have obvious structural or role dimensions, and cannot be addressed by looking at personality only. In my experience, working with those who directly influence the context of many people’s work and customer experiences gives their companies a real edge over its competitors. The fact that I have been active in this market for 14 years as a solopreneur brings me lots of referrals, both from corporates and from business owners. This is important because the word “coaching” sounds intangible and has absolutely no value proposition. Also, the term is used by far too many people to describe a myriad of less complex services than what I happen to be offering. Luckily for me, clients who experience high added value are truly grateful and go out of their way to recommend me to their friends and even family.

What are the new trends in the area of your business?

I believe the middle segment in coaching is going to become smaller over the next few years. The top segment will grow, and become more quality sensitive. For those like me who have focused on top management for over a decade, this is good news. Demand from individuals who are taking responsibility for their professional and personal development and are looking for competent support to advance their careers will grow, too. They are willing to pay out of their own pocket, so are very concerned about value for money, perhaps more than price.

I also observe that, after a few years of a flooding of the market with new coaches, the dust is settling. Clients are increasingly aware that professional coaches with credentials are within their reach – and that’s where they expect help from relevant associations, according to a recent survey of the Czech Association of Coaches (CAKO), of which I’m a certified member. This will happen at all price points.

Is it difficult to do business in the Czech Republic?

As a German who has lived and worked in various countries and speaks several languages (including Czech) well enough to work in them, doing business here isn’t too difficult. On the contrary: I have a unique selling proposition whenever a top manager is looking into a transition to a regional position. In these cases, I am very often invited to meet with the potential client in the tender process.