• Challenge:

A family-run company was facing deep internal conflict: family members were divided, and relations with new members had deteriorated over the years. 

Parents, children, sons- and daughters-in-law were frequently in disagreement, affecting both the strategic decisions of the business and the family dynamic. 

Lack of communication, accumulated resentment, and ongoing blame created a dysfunctional workplace atmosphere. 

Employees, fearful of taking sides, remained disengaged, which led to low commitment and poor productivity.

• Process:

I began by conducting individual interviews with all family members to understand underlying dynamics. 

We then worked together to define their shared goals as both a family and a business. 

Following an in-depth diagnosis, I proposed a tailored methodology for family enterprises, focused on enhancing interpersonal relationships and strategic decision-making.

We introduced new formats for board meetings, clearly distinguishing between spaces for dialogue, decision, and execution. 

Additionally, I helped the family uncover and resolve hidden loyalties and systemic entanglements, applying a structured approach rooted in systemic laws.

• Outcome:

Confrontations and blame ceased.Family members began to honor the founding family’s core values. 

Younger generations were empowered to introduce process innovations, new technologies, and businessstrategies, which enabled the company to expand its market presence. 

Harmony was restored, fostering an environment of trust and collaboration. 

As a result, the company strengthened its market position and experienced substantial profitability growth.

• Challenge: 

Thecompany was trapped in a spiral of dissatisfaction. 

Its founder was overwhelmed by high staff turnover, constant complaints, and a toxic work environment. 

The tense atmosphere, frequent outbursts, and lack of communication severely hampered performance. 

Sales targets were not being met, and service quality was steadily declining. 

• Process:

I implemented a two-phase intervention. 

In the first phase, I led an intensive leadership training program for the founder and the leadership team.

We identified key unproductive patterns—emotional mismanagement, inability to delegate, and weak collaboration—that had contributed to a dysfunctional culture. We also co-created a shared organizational purpose. 

We then identified key team members to serve as change agents and respectfully parted ways with individuals who consistently undermined the culture due to a lack of alignment with core human values.

In the second phase, we activated change. 

We laid the groundwork for an effective organizational culture, starting with the founder and managers, who were expected to model assertive behaviors and performance standards. 

The organizational structure was redesigned to ensure employees felt heard and valued. 

I provided personalized coaching sessions for employees and conducted workshops on communication, negotiation, and team building to consolidate the cultural shift.

• Outcome:

Over time, the work environment improved dramatically. 

Gossip and criticism vanished, and employees began to genuinely engage with their roles. 

The company cultivated a culture of respect, empathy, and collaboration. Quality standards rose, and sales exceeded targets. 

The shared purpose of generating economic value rooted in human values became evident in daily interactions, fostering a climate of well-being and psychological safety.

• Challenge:

The company was facing aserious misalignment between its two core departments: production and sales. 

The leaders of both departments were not communicating, lacked coordination, and actively avoided collaboration. 

This dysfunction affected team efficiency and delayed product delivery to the market. 

The teams were demotivatedand the absence of cooperation between leaders led to poor decision-making, which ultimately compromised overall performance.

• Process:

The HR department reached out to me, and we initiated a coaching process involving five individual sessions with each leader to uncover the root cause of the issue and assess how each was contributing to the misalignment. 

One of the leaders required three additional sessions to address unproductive behavioral patterns and develop self-awareness regarding the impact of their actions on the team.

Next, we held joint coaching sessions with both leadersto surface key tensions and equip them with the skills necessary to reach effective agreements. 

We then organized a series of plenary meetings with both teams to share insights, align on a shared cultural vision, and co-create demonstrable agreements that resonated with the company’s core values.

• Outcome:

The leaders began to collaborate effectively. 

Communication improved significantly, and both teams aligned with the organization’s strategic objectives.

Products started reaching the market faster and more efficiently, resulting in a tangible boost to the company’s financial performance.