Make a decision when it hurts your heart.
1:1 sparring in a safe space
The target person
This offer is aimed at managing directors who have to represent decisions made by other people – decisions that can be internally stressful, for example, during restructuring. It is for individuals who know where the path leads but still struggle internally between empathy and decisiveness – and who need clarity to remain calm and able to act, even when things get uncomfortable.
The goal
The goal is emotional clarity in decisions with far-reaching human consequences. The inner conflict between responsibility, empathy, and consequence is resolved, so that decisions become emotionally sound and can be defended without personal pressure to justify oneself.
Not suitable for ...
This offer is not aimed at executives seeking purely technical, strategic, or organizational advice.
Typical starting situation
That evening, the managing director is still in his office. The conversation with an employee lingers, his gaze, the unspoken question: Why now, why me? But the decision has been made. Economically necessary. Objectively correct. And yet, it haunts the managing director. It will weigh heavily on his mind for days.
He knows that structures will have to be adjusted, roles changed, and perhaps people will have to leave – not because of poor performance, but because the company needs them. It's a done deal. There's no way around it.
Internally, tension builds. Responsibility for the company on the one hand, empathy for the people on the other. Thoughts race, the decision is constantly re-examined. In conversations, he begins to explain, to downplay, to appease. The decision remains, but it is no longer presented calmly and clearly.
It's not the decision itself that's uncertain, but rather the inner conviction. And it's precisely this inner conflict that drains energy and makes it difficult to stand by decisions clearly and consistently.
our range
Sparring with a senior expert
Im vertraulichen Sparring begleite ich den inneren Klärungsprozess dort, wo Verantwortung, Empathie und Konsequenz innerlich aufeinanderprallen.Nicht die Entscheidung selbst steht im Fokus, sondern die Fähigkeit, sie innerlich stimmig zu tragen.
The result
Der Geschäftsführer gewinnt innere Klarheit.Zerrissenheit löst sich, ohne die Entscheidung zu relativieren. Entscheidungen können ruhig getragen, klar vertreten und ohne inneren Rechtfertigungsdruck kommuniziert werden.
The effect
Schwierige Entscheidungen mit menschlicher Tragweite sind nicht mehr belastend. Innere Klarheit führt zu Handlungsfähigkeit. Nach außen werden Entscheidungen ohne Vorbehalte vertreten, Kommunikation bleibt konsistent, Mitarbeitende orientieren sich schneller. Das führt zu höherer Umsetzungsqualität bereits getroffener Entscheidungen, weniger Irritationen im Führungssystem und stabilerer Steuerung im Alltag.
Phases of the process
1. Classification of the decision
2. Analysis
3. order of the tension fields
4. Intrapersonal clarification
5. Integration
5. Secure the result
Identifying the specific, adverse effects of the decision.
The analysis of the managing director's interaction behavior, the meeting structure, and individual interviews serves to reveal concrete misunderstandings, communication breakdowns, and hidden conflicts that delay decisions, unsettle employees, and hinder implementation in everyday life.
Classifying the internal tension between responsibility, empathy, and consequence.
Creating inner harmony and emotional clarity
The decision becomes internally sound and can be defended with emotional conviction.
The decision becomes internally sound and can be defended with emotional strength. As sparring partners, we ensure through supervision that the new way of deciding, communicating, and leading remains stable in real-world leadership situations and is not lost again under time pressure, conflict, or resistance.
That's how we start
We begin with a confidential initial consultation to clarify your situation and assess whether this sparring session is currently beneficial.
Afterwards, you decide on the scope and framework.
The right offer for you
base
790 EUR
Sparring regarding a concrete decision with human implications. Sometimes a few simple impulses are enough.
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Preliminary consultation: 1 unit
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Sparring "Decision-Making with Attitude": 3 sessions
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Follow-up after 2 weeks: 1 session
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Workbook: Peace of Mind, Clarity in Action (pdf)
standard
2,980 EUR
Clarifying several related decisions. Because effective change requires support.
Preliminary consultation: 1 unit
Analysis of how information is understood by employees (up to 4 interviews)
Sparring: 6 sessions of 2 units each: "Decision-making with attitude".
Workbook: Peace of mind, clarity of action (Hardcopy)
Supervision (4 units)
Compact
4,290 EUR
Klärung eines komplexen Entscheidungsszenarios. Inklusive Überprüfung von Kommunikationsparametern.
Preliminary discussion
Analysis of current meeting dynamics
Analysis of how information is understood by employees (up to 6 employees)
Creating a communication profile
Sparring: 6 sessions of 2 units each: "Decision-making with attitude".
Workbook
Supervision (4 units)
Premium
5,990 EUR
Clarification of a complex decision-making scenario and securing the buy-in of the management team.
Preliminary discussion
Analysis of current meeting dynamics
Analysis of how information is understood by employees.
Provision of the gap map.
Creating a communication profile
Sparring: 6 sessions of 2 units each: "Decision-making with attitude"
Supervision (4 units)
Workbook
Coaching of the management team (4 units)
All prices are subject to 20% VAT.
One unit is based on 50 minutes.
Additional charges apply, calculated based on effort: EUR 195 per unit. Billing increment: 15 minutes.
If you upgrade during the support period, only the difference will be charged.
In plain terms: It's worth it.
Let's be clear: If you are not clear in your decision, the company will suffer.
Inner clarity saves time and money. Those who have internally clarified their decisions have shorter conversations, avoid repetition, and remain consistent in their communication. One hour saved per week translates to over 50 hours gained per year.
At an hourly rate for a managing director of, for example, €200–300, this equates to a time value of €10,000–15,000. Even more important, however, is the effect of faster implementation, less friction, and lower employee turnover. Clearly guided decisions stabilize teams, reduce uncertainty, and prevent costly delays, misinterpretations, and the loss of key personnel.
You
receive
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Comprehensive analysis of your communication behavior (starting with the Standard package)
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Classification of your own communication profile (from the Campact package onwards)
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Sparring: How your decisions will be understood within the teams.
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Supervision: ongoing security
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Workbook
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Access to meetings and decision-making processes
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Personal willingness to reflect
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Availability of managers (e.g. for interviews)
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Transparency in communication – provision of relevant documents (strategy, organizational chart, decision-making processes, communication lines)
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Courage to change one's own behavior.
Your
Participation
Farewell, the Astrian Way.
In our study "Farewell the Austrian Way," we shed light on the weaknesses of many termination discussions.
Lack of preparation, a lack of clarity, and insecurity in communication. We analyze why these discussions often fail – and offer suggestions on how managers can handle even difficult conversations with competence and respect.
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