I support managing directors who have to make decisions that are technically necessary but difficult for other people to accept – for example, in cases of separations, performance issues, or restructuring.

For many, this is personally stressful because they have to weigh the well-being of the company against that of the individual, often alone in the process. Often, the solution is clear. The difficult part is internally supporting it and calmly advocating for it. And yet, sometimes people wait too long – with negative consequences for both people and the company.

I'm not working on the decision itself, but on the inner clarification: What's causing stress? What's holding me back? Where does the inner hesitation originate?

This leads to a clearer stance and more unambiguous communication. Decisions are not only made, but also stood by without evasion. This provides personal relief and gives guidance to those around them.