Sometimes the time and capacity are there, but not yet the full experience with this kind of project. Then we don't take over. We sit alongside, share what we know, and let your people take the reins step by step. We don't replace your people, we strengthen them.
At three moments, companies call us for coaching instead of a takeover. If one of them sounds familiar, you're in the right place.
The motivation and the hours are there. What's missing is the routine of a big project: steering suppliers, guarding scope, making the calls in time. We walk alongside from the touchline and pass on that routine, so your project lead can do it alone next time.
Technically it's fine. The friction is in the meeting room: defending priorities, correcting a supplier, having a difficult conversation without breaking the relationship. We prepare those conversations together and look afterwards at what could go better next time.
You don't want an outsider who takes over. You want someone who holds your decisions up to the light and steers you clear of the pitfalls we've already seen ten times. A sounding board at fixed moments, not a helmsman who grabs the wheel.
Coaching has succeeded when you no longer need us. That's why we build towards independence from day one, not towards dependence.
We sit in on the sessions, read the plans and watch how your people work today. We don't judge. We map where the knowledge is already strong and where the experience still needs to grow.
Weekly or fortnightly, 60 to 90 minutes. We prepare the difficult moments, look back afterwards and give concrete tools. The coachee does the work, we stand alongside.
Step by step your people do more themselves and we do less. We stay available as a sounding board, but the decisions and the delivery sit where they belong: with your team.
We step back gradually, without the silent condition that you keep hiring us. If you need a sounding board again later, we're there. Not because you have to, but because you want to.
A coach who doesn't dare let go isn't coaching. I'm doing my job well if, after a while, you no longer need me.
WalterCoaching only works if the coachee stays at the wheel. That's why the division of roles is deliberately sharp.
Sharing knowledge and perspective, without taking over.
Everything that belongs to you and your team stays with you and your team.
From a short boost to a regular sounding board alongside a whole project. We choose together what fits your question. Pricing is on request and tailored to your situation; we set out the exact proposal after the introduction.
If you want to defuse a specific bottleneck: a difficult conversation, a choice, a stalled project.
If your people are running a project and want to spar regularly while they grow into the role.
If you want heavier support: we coach your people while partly sharing the wheel.
At a fast-growing digital company we coached the COO and her project leads to structure several development teams. We sat beside them at the steering table, not in front of it. By the end, the teams shared a rhythm and the COO was steering them herself.
“We had the people and the motivation. What we needed was someone beside us until we had the pattern down ourselves. After that they could leave, and it kept running.”
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Another question? Call us for half an hour
Coaching when the time and the people are there, but the experience with this kind of project still needs to grow. Then we help your people step by step. If you don't have that capacity, or someone needs to take the wheel right away, programme management is the better fit. Not sure? We'll tell you honestly what will help most in your situation.
Then we adapt. Coaching and programme management aren't separate worlds; we can take over specific parts while continuing to coach your people. And as soon as your team can carry it again, we scale back.
Count on the session time itself (60-90 minutes weekly or fortnightly) plus some preparation. Coaching mainly costs the coachee's time, because they keep doing the work themselves. That's the point: your people grow by doing it themselves, with us as a safety net.
At the start we agree what 'it works' means concretely: which conversations the coachee should be able to hold alone, which decisions they should dare to take. Every few weeks we check together whether we're on track. If it isn't working, we stop. We don't want to keep up a rhythm that makes no difference.
Say so, and we'll sort it out. Coaching stands or falls with trust. If the chemistry isn't there, we see whether a different approach helps, or we stop without discussion. Better an honest ending than a programme that helps nobody.
A fixed monthly price for an agreed rhythm, or a rate per session for a short boost. The exact indication depends on the rhythm and scope; we set it after a no-obligation introduction. We don't bill loose hours and there are no surprises afterwards. Want to know where you stand first? Start with a second opinion or the quickscan.
