52-year-old top manager changed position to oversee department with mostly young people. Found covert rejection and open ignorance for his leadership style.

Management was malfunctioning. Leadership was boycotted. Old decision making leadership style was inadequate. Resulting defensive behavior created lose-lose battles.

Needed chance to find a new role that worked for him.

Increasing Knowledge of Human Dynamics

Focus: team dynamics; conflict analysis including reflecting personal beliefs, leader image, and expectations; develop new authentic leadership views and approaches.

Overcame position of being inadequate. Dropped existing defensive reactional patterns. Regained constructive leadership. Had renewed energy and self-esteem. Established new team spirit.

Very successful 45 year old changed career from CEO of retail chain to CEO of service company.

Was in conflict with new work reality. Did not accept employees' "lazy" and "uncommitted" work styles. Was tempted to fire some key people but had doubts.

Sought to gain more clarity.

Promotion or Position Change

Focus: comparing new and previous work environments and management responsibilities; analyzing team dynamics, roles, main characteristics of new versus past work fields; confrontation with fear of failing.

Saw his role in conflict. Learned that employees had acted in passive resistance against his autocratic leadership approach. Became much more responsive to actual management needs. Enriched his style with new participative responses. Established strong effective leadership.

Retail division manager with over 10 years of management experience was very educated in leadership skills and tools. Wanted to learn more but found BKM's did not result in change for him any more. Sought for new ways.

Felt cynical about how some managers used leadership power. His continued exploration in leadership was based primarily on concerns about real leadership, artificial effects of hierarchically established power, and ineffectiveness of manipulation.

Advanced Learning Through Self Awareness

Was a pioneering manager for leadership issues. Sought to discuss humanistic issues and impacts on conceptual, practical, and strategic questions. 2^nd topic: How to be a mentor and coach.

Increased ease with his work. Experienced himself as more self confident and straight forward in his leadership style. Gained more trust and satisfaction with being a mentor. Employees became more loyal and supportive of their leader.

Highly intelligent, very independent fast-paced manager feeling worn out from years of experiencing inadequate staff in his department.

Was bothered by noticing his reduced energy and lack of engagement, interactional interest and curiosity. Strong sense of being worn out.

Advanced Learning Through Self Awareness

Focus: situational analysis of behavior and life. Explored the realization that he always found himself ahead of others in decision making/acting and that he never could trust that others (staff etc.) were competent enough to keep up with him.

Discovered parallel patterns with his family of five. Big relief because for the first time change could be made. Chose to selectively depend more on others. Began to better influence others, increase his accuracy and be more effective and satisfied.

Accounting manager in fast growing company had list of projects that she never found time to finish. Management had been long waiting and had stopped asking for it. She was with company for 7 years and loved working there.

Was afraid her job was in jeopardy but did not know how to help it. Wanted to complete projects because of their creative and challenging nature. There always seemed to be more important tasks to do first. Couldn't cope.

Solving Motivational Conflicts

Sessions with assignments (work diary, etc.) for evaluation of work priorities and workload. Focus: gap between "I am" and "I should be"; expectation versus reality. Support for exploring self image and job reality.

Figured out that she lacked sufficient skills for mastering the projects - absence of actual competence and fear of failure had caused avoidance and blocked communication. Wanted to be more creative because of self-image. Talked to management about it. Reached understanding for misfit with job scope and gained new assignment with decreased responsibilities.

One of the two most successful branch office leaders of an insurance company earned high recognition and management freedom by the parent organization. Sought to take success further by strategically building up key employees through mentoring.

Planned to meet one-on-one with each team member to help them build their skills and effectiveness. Knew he had "a good crew." Sought assistance to make the process successful.

Method Training

Focus: mentor the mentor (a humanistic approach toward supervision); prevention of role conflicts; and methods for team empowerment, team building, facilitating change process etc.

Development approach became highly successful, resulting in strong leadership and corporate identity among staff, continued quality improvement, high morale, group synergy, very effective key employees, extremely low turnover, and high job satisfaction.

CEO with extremely fast tracked career felt more and more inadequate about his stressed interactional behaviors at work as well as at home while he was still functioning very successfully.

Had a sense of "losing" himself. Feared he would not be able to keep up with his success and that he was becoming less tolerant of constant work stress.

Coping With Stress

Focus: causes of stress. What was important to him, what was there to lose and to win, what would it mean to "let go."

Determined the need for and the process of how he could successfully delegate much more than he had ever dreamed of.