The current economic situation is posing unprecedented challenges for businesses. Rising energy and raw material prices, persistent inflation, and geopolitical upheavals are shaping the daily lives of CEOs and decision-makers. Not only are fuel prices skyrocketing, but your business decisions are also being significantly impacted.

The once frequently cited VUCA world has now been superseded by the BANI model (Brittle, Anxious, Non-linear, Incomprehensible), which describes an even more unpredictable, fragile, and non-linear economic reality (Pinkl, 2022). For companies, this means specifically that predictability is giving way to the constant need for adaptation. This macroeconomic thesis can be broken down to the company level: Economic pressure is no longer reflected solely in balance sheets and losses, but manifests itself primarily in day-to-day management.

When external uncertainty becomes internal pressure

Does this sound familiar? For many decision-makers, economic headwinds translate directly into immense pressure to make decisions and a high level of emotional strain. In practice, it turns out that managers – especially those in the so-called sandwich position of middle management – are exposed to intense pressure regarding deadlines, success, and time, which often leads to deep emotional and cognitive conflicts of conscience (DGUV, 2014).

This ongoing distress, Chronic stress, which jeopardizes well-being, arises primarily when extremely high external demands meet limited scope for action and control. Often, managers silently compensate for these stress symptoms over a long period, drastically increasing the risk of chronicity and ultimately leading to... jeopardizes the resilience of the entire team can (Scheffler, 2026).

The real challenge: making decisions under uncertainty

When external parameters become unpredictable, teams instinctively seek guidance from their leaders. Crises are typically so-called "wicked problems"—complex and poorly defined problems without a simple, standard solution, which are constantly changing and place contradictory demands on those involved (ZOES, 2022).

Typical errors in such phases often result from sheer overload. Under high stress and intense time pressure, decision-makers tend to develop cognitive distortions: dangerous "linear planning" occurs without considering long-term and side effects, information gathering is prematurely terminated, and complex issues are unduly simplified (ibid.).

Instead of acting strategically and with foresight, many managers then fall into a reactive postponement of decisions or become paralyzed by the multitude of options. Have you read this far and can you understand this challenge? Then you should delve deeper into the following topic. Ihr Coaching Institut is an ideal place to get inspiration and support before an escalation – exclusively from experienced CEOs, DAX consultants, etc.

What characterizes good leadership in uncertain times

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Modern leadership research impressively demonstrates that in uncertain times, a pure focus on task completion and efficiency is insufficient. Instead, authentic and relationship-oriented leadership moves to the forefront (Felkl, 2026):

Trust through transparency and empathy

• Open communication provides orientation
• Active listening strengthens relationships.
• Consequence: More motivation, resilience and team cohesion

Actively guide decisions

• Don't postpone decisions
• Weigh the options in a structured way
• Consequence: More speed and safety in action

Reliable communication

• Stay informed regularly
• Stay clear and present
• Consequence: Stability and trust within the team

Clarity despite uncertainty

• Clearly prioritize
• Making complexity understandable
• Consequence: The team remains capable of acting and focused.

The often underestimated factor: Mental strength and self-leadership

Today, expertise and methodological brilliance alone are no longer enough to navigate a company safely through economic storms. The often underestimated success factor is the mental strength of the leader.

There is an inseparable connection between the inner clarity of a leader and their external effectiveness. Only those who can manage themselves well, protect their resources, and understand the subtle difference between stimulating, focused eustress and harmful distress can effectively and healthily guide others. Healthy and conscious self-management by the leader serves their employees asdirect role model function and inspires them to also behave in a resilient and health-promoting manner (DGUV, 2014).

Why coaching is becoming relevant right now

Professional support formats come into play precisely at this point of internal alignment, role clarification and complexity reduction. Scientific studies show that coaching is an extremely effective format for acute stress prevention. for managers, as it helps to reflect on one's own experience of stress, to develop functional coping strategies and to stabilize well-being (Scheffler, 2026).

Would you like to benefit from the use of coaching in your company?

Arrange a free initial consultation now! Our experts will be happy to advise you.

Coaching serves as an indispensable space for reflection, enabling decision-makers to adopt an analytical perspective, overcome mental blocks in decision-making, and professionally manage high pressure. www.ihrcoachinginstitut.de We provide practical, peer-to-peer support to help you identify and strategically expand your individual options for action during crises. A structured, external perspective is crucial in making a complex reality manageable again.

Conclusion: Leadership is particularly evident under pressure

Economic crises and periods of uncertainty ultimately always present intense leadership challenges. The current situation demands a great deal from CEOs and decision-makers, but it also offers a valuable opportunity for the entire organization to grow through increased resilience, clear communication, and reflective self-management. It is this inner strength and sound decision-making competence that allows companies to navigate safely through turbulent waters.

Especially in challenging times, consciously take the time for reflection and personal development – because clear, guiding decisions in the outside world always begin with unwavering clarity within.

Clear leadership does not begin externally, but in one's inner attitude.

Uncertainty is unavoidable – but it can be managed with confidence.

Pressure doesn't determine success – it's how you deal with it.

Bibliography

• German Social Accident Insurance (DGUV; 2014). Specialist concept for leadership and mental health.
• Felkl, P. (2026). „CARE For Your People” A coaching program to promote relationship-oriented and authentic leadership skills. Counseling Impulse, 14. BVPPT eV Professional Association for Counseling, Education & Psychotherapy (ed.).
• Pinkl, Claudia. (2022). Where are you?: On (un)fulfilled basic needs in the VUCA and BANI world. Taking responsibility for schools | leadership culture_innovation_autonomy. DOI:10.53349/sv.2022.i4.a269
• Scheffler, C. (2026). Coaching as a format for stress prevention in managers: effectiveness, limitations and perspectives. Counseling Impulse, 14. BVPPT eV Professional Association for Counseling, Education & Psychotherapy (ed.).
• Future Forum Public Security (ZOES; 2022). GREEN BOOK Situational Awareness: Interdisciplinary situational awareness in real time.

Read also: Coaching costs & fee, Attitude in coaching, Coaching basics

FAQ

Tim S. Tabrizi is an executive coach and the owner and managing director of Ihr Coaching Institut in Frankfurt am Main. As a certified executive coach (ICF, DBVC) with more than 20 years of experience, he combines evidence-based coaching methods with strategic management consulting. LinkedIn profile → | Author page →

AI is no longer a future topic. It's here – in companies, in teams, in the way we work, make decisions, and lead. And yet: most businesses are only scratching the surface of what's possible.

In this article, I share my experiences with the impact of AI on the world of work – honestly, directly, and from the perspective of someone who implements AI in companies every day. You'll learn which changes are already noticeable, where the greatest untapped potential lies, what societal shifts are behind it, what's still hindering progress in Germany – and what concrete steps you can take to move forward instead of just watching.

AI is already here – most people just haven't realized it yet.

AI is already a reality in companies – but while individual employees quietly experiment on their own, teams, structures, and strategies are still dormant. The technology is there. Its use lags far behind.

Everyone for themselves – but no one together

AI tools are being used – but mostly quietly and in isolation. One employee uses ChatGPT for texts, another automates their emails, and a third has never even opened an AI tool. The result: a team at three different levels, yet still acting as if nothing has changed. The real leverage, however, lies not in individual usage, but in what happens when an entire team is on the same page and pulling in the same direction.

Neural networks and data analysis: The silent game changer in the background

What many don't see: The truly powerful AI applications have long been running in the background. Neural networks analyze customer data, recognize patterns in real time, and make predictions that previously required entire teams of analysts. For companies, this means: Those who structure their data cleanly and use the right systems have an informational advantage that translates directly into better decisions. Data analysis is no longer just an IT issue – it's a leadership responsibility.

Marketing of the future: Individual, automated, scalable

Personalized marketing used to be expensive, time-consuming, and only feasible for large budgets. Today, AI makes it possible to automatically tailor content, offers, and communication to specific target groups—or even individual people. Those who consistently use this technology no longer communicate with the masses, but rather reach each recipient where they are. This is no longer a luxury; it's the new standard by which customers measure companies.

What corporations are already doing – and what the rest still need to catch up on

Large corporations have an advantage – but not an insurmountable one. Their strengths include investment, infrastructure, and dedicated teams. The advantages of medium-sized businesses, freelancers, and startups are speed, flexibility, and the ability to make decisions without three layers of hierarchy. AI is one of the rare technologies that can make small units disproportionately powerful – if used consistently. The potential isn't limited to large corporations. It lies precisely where courageous individuals are willing to harness it.

Spotify's co-CEO Gustav Söderström explained on the Q4 earnings call 2025 that the company's most experienced developers have not written a single line of code manually since December – they now only generate and monitor code using AI. PPC Land Internally, this is done via a system called "Honk": Since mid-2024, over 1,500 AI-generated pull requests have already been merged into Spotify's production code – saving 60 to 90 percent of the time compared to manual development. Spotify Engineering This is not a future scenario. This is happening today.

Where large gaps still exist

The biggest obstacle to AI transformation is not the technology – it lies in teams that are not brought along and in knowledge that changes faster than it is shared.

The team isn't on board – AI knowledge remains isolated knowledge.

The problem is rarely a lack of will – it's the structure. Everyone on the team has their own tasks, their own priorities, their own daily routine. AI knowledge is acquired incidentally, but never systematically shared. Those who stumble across something learn by chance. Those who don't ask questions fall behind. Yet this is precisely the real leadership task: not just to lead from the front, but to actively empower the team – with clear formats, regular communication, and the understanding that AI competence doesn't happen automatically.

Knowledge becomes obsolete faster than it is passed on.

What's considered best practice today can be obsolete in three months. AI models are evolving at a pace that even experts struggle to keep up with. This doesn't mean learning is pointless—quite the opposite. It means that learning is becoming an ongoing process. Those who hoard knowledge and don't share it lose twice: the knowledge becomes outdated, and the team stagnates. Open knowledge sharing isn't just a nice-to-have in the AI era—it's essential for survival.

Focus trumps breadth: Those who want everything lose themselves.

The universal AI expert no longer exists – and never will. The field is too vast, too fast-paced, too diverse. What's needed instead are people who delve deeply into relevant topics that truly matter to their role and their company. Whether it's process automation, AI-powered marketing, or data-driven decision-making – depth trumps breadth. Those who try to understand everything end up not understanding anything well enough to apply it effectively.

Speed is not a loss of quality – it is the new standard.

Working on something for a long time was long considered a sign of diligence and quality. This equation no longer holds true. AI makes it possible to deliver in hours what used to take days – without compromising the result, often even with improved quality. Those who don't accept this not only lose time, but also competitiveness. Speed is no longer a shortcut. It's the expectation – from customers, from markets, and from your own organization.

IBM has been developing internal AI systems for development tasks for years – and even there, it's clear: those without a sound data strategy and sufficient cloud infrastructure simply cannot scale AI. Many medium-sized companies fail not because of AI itself, but because they lack the storage capacity, data structure, or internal expertise to use AI effectively. The tool is there – the foundation is missing.

The societal change behind it

AI is not just changing processes – it is shifting role models, values, and the question of what truly makes a person irreplaceable in the workplace.

From doer to strategist – operational work is shifting

For decades, the most valuable person was the one who produced the most – the fastest, the most diligent, the one who worked the most hours. Those days are over. AI is taking over operational tasks at a pace that is impacting every industry. What remains is the work that machines cannot do: understanding context, providing direction, leading people, and assessing complex situations. The future does not belong to the best executor – but to the best thinker and creator.

A generation is taking the stage that is made for exactly this purpose.

There is a generation that grew up with uncertainty, knows information overload as the norm, and didn't have to learn digital tools – they've internalized them. This generation is now entering the workforce. And they bring something with them that will be a decisive advantage in the AI era: no entrenched thought patterns, no fear of technology, and a willingness to fundamentally rethink things. This isn't a threat to experienced leaders – it's an opportunity, if both sides are willing to learn from each other.

Experience and data as a competitive advantage

What AI cannot replace: real experience, seasoned judgment, and the ability to interpret data correctly. Numbers don't lie—but they also never tell the whole story. Anyone who has worked in an industry for years knows which questions to ask, which data truly matters, and where models reach their limits. Experience and AI are not mutually exclusive—they are the most powerful team a company can assemble.

Learning speed beats resumes

For a long time, an impressive resume was the most valuable asset in the job market. That's undergoing a fundamental change. What counts is no longer just what someone has learned – but how quickly they can learn new things. Someone who masters a new AI tool in three months, understands relevant processes, and applies their knowledge directly is more valuable than someone with five years of experience stuck in the past. Attitude, curiosity, and a willingness to learn will become the most important qualifications of the next decade.

The generation currently accused of lacking patience and work ethic is simultaneously the one that intuitively understands AI as a tool – not a threat. Those who aren't stuck working hours on operational tasks have mental space for ideas, strategy, and disruption. What's considered a weakness could be the decisive advantage of the next decade. The 9-to-5 model could also change. In the future, AI will be prepared in the evening, left to work overnight, and the results checked in the morning. This way, our day will continue.

What's slowing down change – the real problems

Germany has potential, talent and capital – but structural brakes that slow down the AI transformation, while other countries have long been in the fast lane.

Germany and digital infrastructure – a structural problem

Anyone in Germany who talks about AI has to confront an uncomfortable truth: the digital infrastructure is often inadequate. Slow networks, patchy digitalization in government agencies and businesses, and a lack of standards for data exchange – these aren't minor issues, but fundamental obstacles. AI needs data, connectivity, and digital infrastructure like an engine needs fuel. Those who cut corners at the foundation shouldn't be surprised when the top end fails. This applies whether it's within their own company, in public institutions and universities, or at home.

No time for ideas: Why internal professional development falls by the wayside

Day-to-day business consumes everything. Meetings, deadlines, operational tasks – at the end of the day, there's no energy left for what really matters: learning, experimenting, exchanging ideas. AI training is rarely prioritized internally because it doesn't deliver an immediate ROI that can be demonstrated in the next report. Yet, doing nothing is precisely the most expensive decision a company can make. If you don't give your team time to generate ideas, don't be surprised when none come.

Universities are lagging behind – AI is only a fringe topic

Most students at German universities today still learn according to structures designed before the AI revolution. AI is relegated to the sidelines, offered as an elective, or taught in outdated formats that bear little resemblance to the realities of the industry. The consequence: graduates emerge with a solid foundation – but without the practical AI knowledge that the market already demands. The gap between academic training and professional reality has rarely been as wide as it is now. All the more refreshing, then, to find a professorship that embraces AI and meaningfully adapts the learning journey.

Guidelines instead of progress: When compliance blocks innovation

In many companies, access to AI tools isn't a question of wanting them – it's a question of being allowed to. Data protection policies, IT security regulations, and internal compliance rules often block precisely the tools that would offer the greatest added value. What is well-intentioned becomes a brake on innovation. Of course, AI use needs clear guidelines – but those who send every advancement through ten levels of approval not only waste time, but also fall behind. Regulation and innovation don't have to be mutually exclusive – but they must finally engage in a genuine dialogue.

Anyone traveling on a business trip by train without stable Wi-Fi or a reliable mobile connection can neither collaborate nor effectively use AI tools. This isn't an isolated incident – it's a daily reality across Germany. How can digital transformation succeed if the infrastructure fails even for the simplest use case?

Further questions? Here Find our contact form here!

What is being asked now

Those who wait for the perfect moment wait too long – AI transformation begins with a decision, not a perfect plan. At the beginning, nobody knows how. Those who are courageous and can persevere through uncertainty will simplify their own work.

Take the lead yourself and get the right people on board

Change doesn't wait for consensus. Anyone who truly wants to advance AI in their company must start themselves – visibly, consistently, and with conviction. This doesn't mean doing everything alone. It means involving the right people early on: allies who share the vision, decision-makers who release resources, and sparring partners who provide honest feedback. AI transformation isn't a solo project. But it does need someone to take the first step – and not wait until everyone is ready.

Trusted contacts instead of anonymous information overload

The internet is flooded with AI content – tutorials, opinions, hype, warnings, promises. Anyone trying to navigate this deluge alone quickly loses track and even faster loses motivation. What really helps: a reliable network of people you trust. Mentors, coaches, peers – people who not only share knowledge but also assess what's truly relevant to your situation. Trust trumps quantity. A good conversation with the right person is worth more than a hundred articles consumed.

Introduce knowledge regularly – change requires repetition

One-off workshops are ineffective. An inspiring presentation might have an impact for three days – then everyday life catches up with everyone again. Real change comes through repetition: regular formats where AI knowledge is shared, discussed, and directly applied. Whether weekly short updates, monthly workshops, or internal learning groups – continuity is crucial. Knowledge that has been heard once changes nothing. Knowledge that becomes habitual transforms an organization.

Big vision, strong nerves – AI transformation is not a sprint.

AI transformation is not linear. There are breakthroughs, setbacks, moments of overwhelm, and phases where nothing works as planned. Those who can't handle this give up too soon. What's needed is a clear vision—broad enough to motivate, concrete enough to navigate—and the resilience to persevere even when trial and error becomes the norm. The greatest progress doesn't happen despite setbacks; it happens because of the willingness to keep going.

You don't need a grand strategy to get started. All you need is a single, concrete use case from your own daily work – try something out, document the experience, and discuss it with someone. Anyone who has done this once will understand more than after reading ten articles. AI competence doesn't come from consumption – but from application, failure, and perseverance.

To the author:

Finn Poser He is an AI consultant at the Ihr Coaching Institut in Frankfurt and belongs to a generation that understands artificial intelligence as a design tool – not as a threat. As a business administration student and project manager at Siemens, he combines academic foundations with real-world business experience.

His focus is on concrete AI integration: tailor-made AI systems, practical workshops and use cases with immediate effect – from large language models to automation solutions and AI-supported decision-making processes.

He combines technological know-how with coaching expertise: How must leaders mentally prepare themselves to move forward in an AI-driven work environment – not just keep up? Finn Poser works with entrepreneurs, leaders, and startups precisely at this intersection of self-leadership and AI.

The coaching fee of our coaches: Transparency about what a coaching session costs as an investment.

Transparency is part of our DNA. That's why you'll find clear frameworks instead of hidden price tags.

But before we talk about hourly rates, an honest question for you as a decision-maker: How much does your current problem cost you per month?

• What is the cost of a single wrong decision in top management?
• What is the cost of losing a top performer (headhunter fee + training) due to avoidable burnout?
• What does a toxic team dynamic cost in terms of daily productivity?

The answer: Usually a multiple of our fee. Executive coaching with us is not an expense for „wellness“. It is an investment in your company's balance sheet - and in your own career security.

Let us do the math.

In the free initial consultation, we will not only tell you the price, but also clarify the ROI (return on investment) for your situation. We will tell you honestly whether coaching is worthwhile for you.

What does coaching really cost? Managers and companies who want to invest in their development ask themselves this question - and deserve an honest answer. The price ranges in the coaching market are enormous: from €50 to over €500 per hour.

You have probably already done your research and found out: Blanket statements don't help. What counts is transparency - and a clear understanding of what you are paying for and what return on investment professional coaching actually delivers.

This article explains how coaching fees are calculated, what accounts for the price difference between entry-level and premium coaching, and how you can claim the investment as a tax deduction. Based on over 20 years of experience in executive coaching.

Investing in excellence

We work on the basis of clear mandates that deliver results, not just „killing time“.

1. executive sparring (individual session) For acute impulses, strategy checks or preparation for key moments (e.g. annual general meeting, salary negotiations).

2. the transformation package (3-6 months) Our most common format for C-level and high potentials. We accompany you through a change phase. Including WhatsApp support between sessions for ad-hoc crisis management.

3. corporate frameworks (B2B) Customized daily rates for in-house training, workshops and team development directly at your location (Frankfurt, Eschborn, Darmstadt).

Note: Coaching is generally tax-deductible as professional training.

All fees are per hour (60 minutes), regardless of which of our coaches takes on the assignment. The initial consultation is free of charge.

Your path to collaboration: transparency from the very first contact

We know that your time is your most valuable resource. Our onboarding process is designed for maximum efficiency and absolute discretion - with no hidden costs or hasty commitments.

Step 1: The strategy meeting (30 min. / free of charge) In an initial, strictly confidential telephone or video call, we analyze your initial situation. We clarify whether we are the right partner for your needs, check the chemistry and assess the potential return on investment (ROI) for your career or your company.

Step 2: Expert matching & offer Based on your diagnosis, we select the perfect coach for you from our 35-strong team of experts (including ex-DAX board members and top psychologists). You will receive a crystal-clear, binding offer (hourly rate or package) including a draft service contract within 24 hours.

Step 3: The start of the mandate Our work only begins when you review and approve the offer. We get off to an agile start and work according to your calendar - whether in our secure offices in Frankfurt's Nordend district, discreetly in your office in the banking district or remotely.

You don't pay for time. You pay for results.

The difference lies not in the hourly rate, but in the person you're dealing with: An executive partner like Heinrich von Pierer or Urs Meier won't ask you many questions – but the one question that will save your strategy.

Calculate your ROI (return on investment): If you as a managing director make a strategic mistake or are absent for 3 months due to burnout - what does that cost your company?

• 50.000 €?
• 100.000 €?
• Loss of reputation?

In comparison, a coaching package for €5,000 is not an expense. It is a Insurance for your performance.

Trusted by market leaders:

Quality instead of a collection of certificates

The market is full of „certified coaches“. With us, you don't pay for the certificate on the wall, but for life experience from the world's best.

• Strategy: You learn from Heinrich von Pierer (ex-Siemens CEO) on how to manage global corporations.
• Print: You learn from Urs Meier (FIFA referee) how to decide when millions are watching.
• Effect: You train with Claudia Schick (ARD) and Laura Baxter, how you occupy the space.

Conclusion: If you buy cheap, you buy twice. Pay attention to the CV, not the hourly rate.

Transparency in the coaching market: How business coaching prices are calculated

The market for Business Coaching is unregulated. This leads to an enormous Fee range, that are important for companies and Private individuals is often difficult to understand. According to the renowned Rauen Coaching market analysis the average Fee for Individual coaching in a business context at around 240 euros per hour. But average prices won't help you when you're facing a million-dollar decision. What Business coaching for entrepreneurs in Frankfurt We show the specific services and costs on our services page.

The Costs of coaching are not defined by the number of hours worked. Time hour, but about the leverage we apply for you.

Self-payer (private individual) vs. corporate mandate

The investment structure depends on the initial situation:

• Corporate customers (B2B): When companies use the Assume costs, it is mostly about complex Organizational development, crisis intervention or the strategic Personnel development on Management level. The Hourly rate reflects the need for the coach to understand the political dimensions of a company.
• Self-payers & self-employed persons: Many clients come for professional reasons, but invest privately in their career. For Self-payer we offer customized packages to ensure the Total costs transparent and plannable.

Quality levels: What you really pay for with your coach

Why does a Junior Coach charge 150 euros and an Executive Partner 600 euros? It is the Qualification and the altitude. A standard coach helps you with self-reflection. An executive coach (like our ex-DAX board members) provides you with Peer-to-peer sparring. You pay for the exclusive network, decades of experience at the top of the world and the ability to decode complex power dynamics in the shortest possible time. There are no hidden costs with these formats. additional costs - Expenses or Costs incurred for external premises are agreed in advance in a Service contract fixed.

Return on investment: tax deductibility and refinancing

Professional coaching is not a consumer expense, but an expense for your professional development.

• Employees & managers: If the coaching is for professional reasons (e.g. preparation for a promotion or conflict resolution at work), you can usually pay the coaching invoice can be claimed as income-related expenses for tax purposes.
• Companies & self-employed: Here, the expenses can be easily deducted as business expenses. You will receive a proper invoice from us with VAT shown.

From a legal perspective, we conclude a Service contract within the meaning of § 611 BGB. This means: We guarantee the highest Professionalism and absolute commitment to your professional goals - but are subject to a strict duty of confidentiality.

In the end, the question is not: „How much does the coaching cost?“ The question is: „What will it cost your career or your company not to solve this strategic problem immediately?“

Coaching as an investment: the ROI for companies

What is the cost of NOT investing in coaching? International studies provide a clear answer: The MetrixGlobal study measures an average return on investment of 788 percent for executive coaching. The Manchester Review arrives at a 6-fold return. According to the International Coach Federation (ICF) 86 percent of companies report a positive ROI and book coaching programs repeatedly.

The return on investment is measurable through higher productivity (60% of participants), improved employee retention and more effective management decisions. For a medium-sized company, this means that a coaching investment of EUR 5,000 can generate over EUR 35,000 in measurable added value within a year.

Voices from the field: When costs become a return on investment

Our clients do not measure success in hours, but in measurable results for their career and company balance sheet:

„The investment in executive coaching paid off for me after just four months. Thanks to the strategic preparation for my contract negotiations, I was able to increase my fixed salary by 25 % and secure my move into management.“ - T. H. - Division Manager, Finance

„We were faced with an extremely expensive mistake when making a new appointment at C-level. The Institute's relentless sparring and profiling diagnostics saved us from making a strategic mistake that would have cost the company at least a six-figure annual salary.“ - Dr. M. V. - CEO, Mittelstand (Tech)

„If you operate at the top level, you don't have time for weeks of self-discovery sessions. My sparring partner's razor-sharp analyses resolved complex board conflicts in just three intensive sessions - a priceless lever for our operating margin.“ - J. S. - CFO, MDAX Group

Deduct coaching costs from tax: How it works

Professional coaching is tax-deductible in Germany. The tax treatment depends on your status:

Employees: Coaching costs with a clear professional connection can be claimed as income-related expenses in your income tax return. Prerequisite: The measure serves professional training or career development. All costs above the lump sum of 1,230 euros directly reduce your tax burden.

Self-employed persons and entrepreneurs: Coaching fees are fully deductible as business expenses. You need a proper invoice with VAT shown. The ICI will of course issue a full invoice after each session.

Assumption of costs by the employer

Did you know that many companies cover coaching costs for their employees? Business and management coaching is often financed as a personnel development measure. Talk to your HR department or your line manager. A concrete coaching offer with defined goals significantly increases the chance of approval.

At the ICI, we are happy to support you with a professional offer that you can present internally. Many of our DAX and corporate clients use fixed coaching budgets for their managers.

Hourly rate vs. package price: Which is more worthwhile?

At ICI, you can book individual sessions or a complete coaching process. Billing is always per hour: €220 for self-paying clients (€261.80 incl. VAT) and €330 for companies, both plus VAT. Package discounts are not available. For a complete coaching process, we recommend a package of 8 to 12 sessions over 3 to 6 months.

For a specific individual topic (e.g. salary negotiation, difficult appraisal interview), 3 to 5 sessions are often sufficient. For comprehensive transformation processes or career changes, 10 to 12 sessions make sense.

Online coaching vs. presence: prices and effectiveness

Online coaching is generally 20 to 30 percent cheaper than face-to-face coaching, as there are no room and travel costs. Current studies confirm that the effectiveness is comparable. The ICI offers both formats, with all 35 coaches working both on site in Frankfurt and via video session.

For clients outside the Rhine-Main area, online coaching is an efficient and cost-effective alternative. The initial consultation is free of charge in both formats.

Frequently asked questions about costs

Read also: Attitude in coaching, Book targeted business coaching

Find out more about our coaching services: Business Coaching Frankfurt, Executive Coaching and Management coaching in Frankfurt and throughout Germany.

About the author

Tim S. Tabrizi is an executive coach and owner and managing director of Ihr Coaching Institut, headquartered in Frankfurt am Main. As a certified executive coach (ICF, DBVC), he has supported executives and companies across Germany for more than 20 years. His network of 35 experienced coaches covers all German metropolitan regions. Our coaches hold certifications and memberships with ICF, EMCC, BAFM, Bundesverband MEDIATION, DVNLP and the German Speakers Association, among others. LinkedIn profile | Ihr Coaching Institut on LinkedIn | Author page →

Why is coaching relevant for many people today?

In an increasingly complex and rapidly changing world of work, specialists and managers face enormous challenges. Constant time pressure, complex change processes, career stagnation or the search for professional reorientation characterize the everyday lives of many top performers. In order to overcome these hurdles and strengthen their own resilience, more and more people are turning to professional coaching (Pentz, 2021).

But the coaching market is large and confusing. A central question therefore inevitably arises for those looking for coaching: Which coaching methods are actually effective? This article gives you a scientifically sound overview of common approaches, shows what the research says about their effectiveness and explains the philosophy we use at the Ihr Coaching Institut work.

What coaching methods do we use?

The Ihr Coaching Institut is clearly positioned in the high-performance sector. We combine the practical management experience of ex-DAX board members with the psychological depth of profilers. In order to guarantee maximum effectiveness, our 35 experts work on a scientifically sound, cross-method basis:

Scientific personality analyses: For in-depth profile development, we use validated tools such as the LINC Personality Profiler and DISG to make strengths objectively measurable.

Systemic coaching & structural constellations: To identify blind spots in the organization and make complex conflict dynamics at C-level visible and resolve them.

Solution-focused short-term therapy: Managers have little time. We therefore use pragmatic and results-oriented interventions that can be quickly integrated into everyday working life.

Neuroleadership: Based on modern neuroscientific findings (taught by our experts with a Harvard background, among others), we optimize decision-making power and mental resilience under high pressure.

Which methods we deliberately do NOT use - and why

We deliberately distance ourselves from classic „standard coaching“. We reject methods that do not stand up to rigorous scrutiny or do not fit in with the realities of business:

Pseudoscientific approaches such as NLP: Although widely used, meta-analyses show that the effectiveness of neuro-linguistic programming (NLP) is not scientifically proven and is often classified as pseudoscience (Zaharia et al., 2015). Instead, we rely exclusively on evidence-based methods.

Focus on pure sensitivities („chair circle methods“): Managers who have to perform don't need someone to comfort them. The question „How does that make you feel?“ is not enough. We ask the strategic question: „How do we solve the problem?“.

Theoretical concepts without practical relevance: Coaching by pure theorists or amateur psychologists is of little use in the tough day-to-day business world. We rely on practitioners who have been on the board or on the pitch as referees themselves.

Effectiveness of coaching - what does research say?

The good news for anyone considering coaching: Scientific studies clearly show that coaching works (Pentz et al., 2021).

Comprehensive meta-analyses show that professional coaching has significant positive effects on clients' performance, well-being, goal achievement and coping strategies. In the area of stress management and burnout prevention in particular, current field experiments show that cognitive-behavioral coaching measurably reduces chronic stress and increases self-efficacy (Junker et al., 2021; Gerhát et al., 2025).

However, for coaching to be truly successful, research identifies three key success factors:

Goal clarity and resource activation

Concrete target definitions and making existing strengths visible make behavioral changes sustainable (Graßmann et al., 2019).

The working alliance

A trusting, eye-to-eye relationship between coach and client is the strongest predictor of coaching success (Graßmann et al., 2019).

Clear structure and process management

A structured process by the coach helps the client not to lose focus (Mühlberger et al., 2021).

Which coaching method really brings results? Systemic coaching, NLP, EMDR, solution-oriented coaching - the variety of approaches can be overwhelming. Especially if you are a manager or company looking to book coaching for the first time.

The truth is: It is not the method alone that determines success, but the fit between the approach, the coach and your specific issue. A good coach masters several methods and chooses the most effective one depending on the situation.

In this article, you will get a practical overview of the most important coaching methods, find out which approaches work best for which challenges and can make an informed decision about which coaching service is right for you.

About the author

Frequently asked questions

Advantages and proven methods at a glance

Professional coaching is characterized by a structured, solution-oriented approach that supports you in achieving your individual goals. In contrast to general advice or seminars, coaching is tailored precisely to your personal situation. Your coach accompanies you at eye level and helps you to develop your own solution strategies - because sustainable change always comes from within.

The proven methods used in our coaching practice include systemic coaching, solution-focused short-term therapy according to Steve de Shazer, non-violent communication according to Marshall Rosenberg and mindfulness-based approaches. Each method has its own particular strengths: systemic coaching looks at your situation in the context of your entire environment, while solution-focused approaches focus specifically on resources and images of the future.

A key advantage of coaching is confidentiality. Everything you discuss with your coach remains in a protected environment. This security allows you to talk openly about challenges that you may not be able to address in your professional environment. For managers in particular, this protected space for reflection is invaluable for identifying blind spots and opening up new options for action.

Read also: Coaching costs & fee, Attitude in coaching, Coaching basics

Tim S. Tabrizi is an executive coach and the owner and managing director of Ihr Coaching Institut in Frankfurt am Main. As a certified executive coach (ICF, DBVC) with more than 20 years of experience, he combines evidence-based coaching methods with strategic management consulting. LinkedIn profile → | Author page →

Conclusion: Finding the right coaching method

Scientific research shows that it is not the one perfect method exists (Greif et al., 2018). Rather, outstanding coaching is characterized by the fact that experienced experts adapt various well-founded methods - from systemic analysis to solution-oriented sparring - individually to your personality and your specific challenge (Cavanagh, 2006).

This is precisely where the Ihr Coaching Institut to. Thanks to our unique, three-stage matching process, we guarantee you the expert who is a perfect fit for you in terms of method, expertise and personality.

Are you ready for strategies that work in practice?

Bibliography

Bachmann, T., & Loermann, J. (2021). Effectiveness of systemic interventions in the context of work and organizations. Systemic society.

Gerhát, R., Ocsenás, D., & Münnich, Á. (2025). Enhancing performance, self-efficacy and well-being: A randomized controlled study in solution-focused business coaching. International Journal of Evidence Based Coaching and Mentoring, 23(1), 24-48. https://doi.org/10.24384/7s2w-9g73

Graßmann, C., Schölmerich, F., & Schermuly, C. C. (2019). The relationship between working alliance and client outcomes in coaching: A meta-analysis. Human Relations, 73(1), 35-48. https://doi.org/10.1177/0018726719828568

Mühlberger, C., Behrendt, P., & Jonas, E. (2021). Guide, support, and activate resources! Three dimensions of relationship-oriented coach behavior that foster goal attainment. Consulting Psychology Journal: Practice and Research.

Junker, S., Pömmer, M., & Traut-Mattausch, E. (2021). The impact of cognitive-behavioral stress management coaching on changes in cognitive appraisal and the stress response: a field experiment. Coaching: An International Journal of Theory, Research and Practice, 14(2), 184-201. https://doi.org/10.1080/17521882.2020.1831563

Pentz, W., Nitschke, D., & von Wittgenstein, L. (2021). Coaching for managers: effectiveness and dissemination in companies (1st Quadriga Coaching Study). Quadriga University of Applied Sciences Berlin GmbH.

Zaharia, C., Reiner, M., & Schütz, P. (2015). Evidence-based Neuro Linguistic Psychotherapy: a meta-analysis. Psychiatria Danubina, 27(4), 355-363.

The format of online coaching

The modern working world is moving faster than ever. Global networking, hybrid working models and constant technological change demand a high degree of adaptability from specialists and managers. In this dynamic environment, people are increasingly looking for professional support to master professional challenges, build resilience and develop their own potential. One method has proven to be particularly valuable and up-to-date in recent years: online coaching.

But what exactly is behind this format? Is a conversation via a screen really just as effective as the classic face-to-face meeting in a room? In this article, we shed light on the developments, scientific background and the concrete added value of online coaching for your everyday life.

From alternative to standard: the spread of online coaching

Just a few years ago, coaching in the digital space was often only seen as a stopgap solution when distances were too great. This has changed fundamentally. Accelerated by the pandemic, online coaching has now become mainstream in society and the economy. The rapid adaptation is clearly reflected in current market data: While face-to-face coaching sessions accounted for the lion's share a few years ago, online coaching now accounts for the lion's share. 45% of coaching sessions take place via video conference and have thus even slightly overtaken the face-to-face format (Rauen & Ebermann, 2022).

International research also confirms that digital formats have established themselves as the predominant method of coaching delivery. Experts assume that the broad acceptance and implementation of digital forms of interaction in organizations will continue to grow in the coming years. continue to increase (Passmore, Memmolo, & Tee, 2025). But what does this mean for you?

One of the most common questions that clients ask at the beginning is: Does online coaching work just as well as face-to-face coaching? The scientific answer to this is a resounding yes.

In principle, current meta-analyses show that professional systemic coaching achieves significant, positive effects in the work and organizational context - especially at the behavioral level when it comes to the concrete achievement of goals (Bachmann & Willermann, 2024).

If we now explicitly compare the online format with the face-to-face setting, research shows that there are no significant differences in effectiveness. For example, a recent study shows that online coaching to promote mental health and reduce stress achieves exactly the same positive results as a program in a physical presence (Lütke Lanfer et al., 2025). Even if the establishment of a trusting working relationship via the screen has to be shaped somewhat more consciously by the coach at the beginning due to the lack of subtle body signals, client satisfaction is equally high in the end (ibid.; Passmore et al., 2025).

Areas of application: Diverse and needs-oriented

The fields of application for online coaching are as diverse as the world of work itself. The format has proved particularly successful in the following areas:

Process and formats: How digital coaching works

Science deliberately defines „digital coaching“ as synchronous, i.e. simultaneous, communication between a human coach and a human client via audio or video-based technologies (Diller & Passmore, 2023). This means that they talk to each other in real time, usually via secure video conferencing systems or specialized coaching platforms.

A typical session with us begins with a non-binding, free initial consultation to clarify the assignment. This is followed by the actual sessions. Interestingly, research shows that digital coaching sessions are often slightly shorter on average, but more focused than face-to-face sessions (Diller & Passmore, 2023). This is due to the so-called cognitive load: the intense focus on the screen requires more concentration, which is why sessions of 60 to a maximum of 90 minutes are ideal to avoid fatigue. This process is often supplemented by asynchronous elements, such as emails, chat messages or reflection tasks between sessions, which ensure the transfer to everyday life.

Opportunities, challenges and the protection of your data

Bibliography

Bachmann, T., & Willermann, L. (2024). The effectiveness of systemic coaching in the work and organizational context - A meta-analysis. Organizational consulting, supervision, coaching, 31, 563-583. https://doi.org/10.1007/s11613-024-00910-1

Diller, S. J., & Passmore, J. (2023). Defining digital coaching: a qualitative inductive approach. Frontiers in Psychology, 14, 1148243. https://doi.org/10.3389/fpsyg.2023.1148243

Lütke Lanfer, S. S., Pfeifer, R., Rieder, Y., Wünsch, A., Braeunig, M., & Lahmann, C. (2025). ONLINE vs. FACE-TO-FACE group coaching to promote teachers mental health: an exploratory field study in German teachers. Frontiers in Digital Health, 7, 1479524. https://doi.org/10.3389/fdgth.2025.1479524

Passmore, J., Memmolo, F., & Tee, D. (2025). A systematic literature review of digital coaching. Journal of Work-Applied Management. https://doi.org/10.1108/JWAM-11-2024-0164

Rauen, C., & Ebermann, D. (2022). Development towards online coaching continues. Results of the coaching market analysis 2022. RAUEN Coaching Newsletter, 22(5). https://www.rauen.de/cma

Artificial intelligence in the Coaching - most diverse The company are already working feverishly on a solution. They want to make coaching affordable for everyone and see AI as the solution. New opportunities are also opening up for experienced coaches to provide targeted support for the development process. 

But what does this mean for you as a client? Will you be talking to an app about your professional challenges in the future? Current studies show that AI offers exciting new potential, but has clear limits, especially when it comes to interpersonal depth (Mai & Rutschmann, 2023).

What is AI coaching?

AI coaching refers to the integration of technological innovations into the coaching process. This ranges from chatbots for initial self-reflection to „hybrid“ models (AI-augmented coaching) in which a human coach is supported by intelligent systems (Greif, 2025).

What can AI already contribute?

Some AI tools can answer our questions - others create images or are used to create texts. Even for these texts, there are programs that are designed to distinguish between human text and other texts.

Initially, this has little to do with coaching.
From another perspective, there may be a way to use AI in coaching after all. People who are interested in Coaching or have specific problems that they are trying to solve, AI tools can provide them with more information or even specific instructions for action. Here is an example:

Sometimes a coachee wants to know more about a topic. In addition to Google as a search engine, AI can certainly help here. But not every answer is correct! It is still up to us to judge the truthfulness of an AI's answer.

How will AI develop in coaching?

Let's imagine life a few years in the future again.
2040: We have a coaching program that we can always carry with us. So AI in coaching. Under what conditions does it work?

Current research assumes that hybrid models that combine humans and machines will become established in the future. In order for artificial intelligence to provide effective support, it needs data. This includes things such as age, gender, but also hobbies, health status and data collected in real time such as gestures, facial expressions, pulse ... AI systems are constantly learning and can analyze large amounts of data to identify patterns that are valuable for personal development (Greif, 2025). AI will next have to learn to formulate and apply meaningful questions.

So is AI an advantage in coaching?

Artificial intelligence is strong at evaluating data precisely and objectively. It is available at all times, more easily accessible and cost-effective. Nevertheless, coaching psychology shows that the heart of every successful coaching session is the human working relationship, the so-called „working alliance“ (Stork et al., 2026).

Motivation arises from human needs. Without the need to win a soccer match, I don't have the will to score a goal. This will - the motivation - connects people. And it is precisely in this connection that we find the aspect that makes human coaching unique.

Without this basis of trust and genuine emotional resonance, deep resistance can hardly be resolved. A human coach can use intuition and experience to draw attention to nuances that an AI would miss (Peukert, 2025). And it is precisely by asking such a question that they can bring about the desired positive change in a person's life.

Use of AI in coaching: is it safe?

The use of AI brings with it clear ethical and data protection challenges. As highly sensitive personal data is exchanged in coaching, transparency and the protection of privacy are paramount (Peukert, 2025). The safety of clients must be guaranteed.

It must also be ensured that algorithms do not reproduce unconscious biases that lead to inappropriate recommendations (Tomoski & Quirin, 2026). Our topics range from career to mental health. It is therefore important to use certified tools that adhere to the strictest guidelines. 

Innovative coaching practice: Where is AI already helping today?

1. Orientation and self-assessment: Chatbots help to systematically structure your own values, stress factors and concerns in advance (Mai & Rutschmann, 2023).
2. Analysis of progress: AI tools analyze data. That's probably what you do best. Whether feedback or progress - the chatbot provides further insights that can also save time.
3. Personalized content: With AI, individual training plans or exercises can be created quickly. These are adapted precisely to the customer's goals and needs. This tool is already being used in the fitness industry in particular.
4. Simulated practicing: In safe, partly virtual environments (virtual reality), coaches and coachees can practise difficult conversations or presentations in a realistic way in order to gain confidence (Peukert, 2025).
5. 24/7 support: Chatbots or automated systems also help clients outside of meetings. They are always available and lower the barrier to asking someone for help. They can also be used as an app to support the process through reminders and reflection. 
6. Transfer to everyday life: Between sessions, AI-supported apps remind participants of the implementation of goals and encourage continuous self-reflection through small impulses (Tomoski & Quirin, 2026).
   
   The use of artificial intelligence in coaching is definitely not a competitor. Because the coaching industry continues to grow. AI makes it possible to develop first-class service and solutions that work on a large scale. The use of artificial intelligence and tools such as ChatGPT must be skillful. But there's no denying it: AI coaching is a way of the future - our future. 

Mai, V., & Rutschmann, R. (2023). Chatbots in coaching. Potentials and possible applications of digital coaching companions and assistants. Organizational consulting, supervision, coaching, 30(1), 45-57. https://doi.org/10.1007/s11613-022-00801-3

Peukert, M. (2025). Developing an AI mindset: Recognizing and efficiently using the opportunities and challenges of artificial intelligence. Springer. https://doi.org/10.1007/978-3-658-47902-2

Stork, V., Mühlberger, C. & Behrendt, P. (2026). Success factors in coaching: How coaches can contribute to coaching success. In M. Quirin, E. Jonas, & C. Graßmann (Eds.), Coaching psychology: basics, methods and areas of application(S. 111-128). Springer. https://doi.org/10.1007/978-3-658-48449-1_2

Tomoski, R. & Quirin, M. (2026). E-coaching: Artificial intelligence and other digital trends. In M. Quirin, E. Jonas, & C. Graßmann (Eds.), Coaching psychology: basics, methods and areas of application(S. 265-286). Springer. https://doi.org/10.1007/978-3-658-48449-1_2

Author: Tim S. Tabrizi, owner and managing director of Ihr Coaching Institut.

FAQ

Read also: Coaching costs & fee

About the author

Tim S. Tabrizi is an executive coach and the owner and managing director of Ihr Coaching Institut (Frankfurt). Certified executive coach (ICF, DBVC) with more than 20 years of experience. 35 coaches across Germany. LinkedIn profile | Author page →

Coaching is booming - why now?

Coaching has evolved from an exclusive service to a globally established format for business and health. The market is growing rapidly: estimates by the International Coaching Federation (ICF, 2023) put global sales in 2022 at around USD 4.56 billion - an increase of 60 % compared to 2019. The driving force behind this is the Digitization. Online platforms and online coaching have democratized the offer, making it accessible to broader target groups today. It can now be used flexibly in terms of time and location (see Greif, 2025). Coaching is therefore no longer a field with a blind spot. It is an established, strategic development measure in a secure professional field.

Will AI replace the coach?

With the rise Artificial intelligence (AI) The question arises: Do we still need human coaches? Science predicts a hybrid future with so-called „AI-augmented coaching“ (Greif, 2025). AI systems will take on specific tasks. They can be available around the clock to answer questions, provide data analyses (e.g. for stress management) or accompany standardized reflection processes as chatbots. AI can also be used in secure environments to simulate crisis scenarios and prepare managers and teams for real-life challenges. Recording and automatically evaluating the conversation are also possible applications. This makes the Efficiency on both sides - a serious pro-argument in an increasingly fast-paced world.

But there are Clear boundaries. AI only simulates empathy, it does not feel. In addition, the use of AI raises questions about data protection and ethical responsibility, for example when algorithms reproduce unconscious prejudices or data is taken over in an uncontrolled manner (Peukert, 2025). To counteract such „side effects“, a human coach is needed who is trained in the use of technology. This is sustainably promoted as part of the coaching training offered at our institute.

So what are the benefits of a coach?

Work and leadership in transition 

The world of work has become uncertain, complex and ambiguous („VUCA world“). This is leading to new pressures such as digital stress and the blurring of boundaries between work and private life. Coaching no longer just supports performance improvement, but increasingly focuses on resilience, mental health and the ability to manage oneself in uncertain times. Today, managers use coaching to redefine their role in agile structures and learn how to deal with complexity instead of just calling up specialist knowledge (Rosenstein, 2023). In addition, in the course of „New Work“ focuses on the question of which work really suits one's own personality (Schulte-Seitz & Kauffeld, 2026).

Conclusion: The future is hybrid and can be shaped 

The future of coaching is not a decision between „man or machine“, but a Together. New formats and settings, such as the increasingly popular Online coaching, offer more room for reflection to meet innovation. We are facing an era in which AI takes over routine processes and analyses as an intelligent tool, while human coaches focus on what they do best: Relationship building, deep understanding and guiding complex change processes.

Bibliography

The term „coaching“ is not legally protected, which is why theoretically anyone can call themselves a coach, regardless of their qualifications. While the demand for coaching is increasing worldwide and the market is booming, the challenge for you as an interested party is growing (Greif, 2025).

How do you recognize professional quality in a confusing range of products? This article will help you separate the wheat from the chaff.

Why sympathy alone is not enough

Clients often rely on their „gut feeling“ when choosing a coach. It is true that a trusting working relationship - often referred to as a „working alliance“ - is indeed one of the most important factors for success. But niceness alone does not solve complex problems. Professional, psychological coaching is based on well-founded impact factors such as resource activation and structured process management that go beyond mere listening (cf. Stork et al., 2026).

Here are 5 scientifically proven quality features in direct Comparison with warning signals, that you should be aware of:

1. scientific foundation vs. pseudoscience

Quality: A professional coach works on the basis of evidence. This means that they use methods that are theoretically sound and, ideally, empirically confirmed. Psychological coaching clearly distinguishes itself from esoteric approaches and uses insights into human experience and behavior to effectively support change (Quirin et al., 2026).

Risk: Beware of quick fixes and grandiose promises of success („Become a millionaire in 3 steps“). Dubious providers often rely on anecdotes instead of verifiable methods or advertise pseudo-scientific concepts without evidence (Greif, 2025).

2. help for self-help vs. advice

Quality: Good coaching activates your resources and is goal-oriented. The coach does not prescribe a solution, but accompanies you in developing your own solutions that suit you. This strengthens your self-efficacy - the belief that you can overcome challenges on your own (see Stork et al., 2026).

Risk: A coach who tells you directly what you should do („expert advice“) takes responsibility away from you and builds up pressure. This often leads to short-term effects, but creates dependency instead of competence in the long term. It is important to distinguish coaching from consulting and psychotherapy (see Greif, 2025).

3. meeting at eye level vs. expert role

Quality: The coaching relationship is a partnership. A good coach treats you with respect and appreciation without placing themselves above you. They promote your autonomy and recognize that you are the expert on your own life (Quirin et al., 2026).

Risk: Warning signs are coaches who present themselves as omniscient or establish an asymmetrical power relationship. If blame is attributed and you feel small or lectured to during the conversation, this is not professional coaching (Greif, 2025).

Get to know our coaches at eye level! Do it like the market leaders:

4. clear contract vs. lack of transparency

Quality: Professional coaching begins with a clear contract. The goals, duration, costs and the role of the coach are transparently agreed in this contract. According to the ethical guidelines, a coach also rejects assignments if the fit is not right or if there is a lack of expertise. Goals should be precise and „self-congruent“ - in other words, they should really match your inner values.

Risk: Coaching without a clear goal is inefficient. If it remains unclear what is being worked on or when the process is finished, there is a risk of endless loops without measurable results (cf. Fischer et al., 2026).

5. evaluation vs. arbitrariness

Quality: A reputable coach regularly reviews progress. Evaluation means that we look together: Have we achieved the goals? What has changed? This ensures the quality and benefits of the collaboration (Greif, 2025). The personal career of a methodologically sound coach also includes regular further training.

Risk: A coach who rejects feedback or a review of the results and bases success solely on your „feeling“ is not working transparently. A lack of success monitoring often masks a lack of effectiveness.

Conclusion

Good coaching is a professional service and not magic. Accordingly, qualified coaches have sound training and work on the basis of transparent standards. They are often also members of recognized coaching associations or institutions that follow their guidelines. These associations define ethical guidelines that coaches should follow in their work - you can also find an overview of these ethical guidelines in our blog post https://www.ihrcoachinginstitut.de/coaching-ethik/

Bibliography

Fischer, E., Arens, E., & Quirin, M. (2026). Concept and framework of coaching. In M. Quirin, E. Jonas, & C. Graßmann (Eds.), Coaching psychology: basics, methods and areas of application (S. 95-107). Springer. https://doi.org/10.1007/978-3-658-48449-1_5

Greif, S. (2025). The Future of Coaching: Bridges Between Science and Practice. Springer. https://doi.org/10.1007/978-3-031-96192-2

Quirin, M., Arens, E., Graßmann, C., & Jonas, E. (2026). Fundamentals of psychological coaching. In M. Quirin, E. Jonas, & C. Graßmann (Eds.), Coaching psychology: basics, methods and areas of application (S. 11-36). Springer. https://doi.org/10.1007/978-3-658-48449-1_2

Stork, V., Mühlberger, C., & Behrendt, P. (2026). Success factors in coaching: How coaches can contribute to coaching success. In M. Quirin, E. Jonas, & C. Graßmann (Eds.), Coaching psychology: basics, methods and areas of application (S. 111-125). Springer. https://doi.org/10.1007/978-3-658-48449-1_6

Frequently asked questions from interested parties

Practical tips: How to get the most out of your coaching

The success of a coaching process depends largely on your own willingness and preparation. Before you start coaching, you should take the time to clearly formulate your goals. What exactly do you want to change? What specific results do you expect? The more precise your objectives, the more focused the coaching process can be.

Between the individual sessions, it is important to actively integrate the insights you have gained into your everyday life. Keep a coaching diary in which you record your progress, challenges and "aha" moments. This reflection reinforces the transfer effect and makes your personal development visible. Many of our clients report that the time between sessions is crucial for lasting change.

Be open to new perspectives and be prepared to question habitual thought patterns. A good coach will challenge you without overwhelming you. Trust the process, even if individual steps seem unfamiliar at first. The best results are achieved when you get involved in the collaboration and play an active role in shaping it. Our experience at Ihr Coaching Institut in Frankfurt has shown that clients who have this basic attitude achieve their goals much faster and more sustainably.

Scientific basis and effectiveness

The effectiveness of coaching has been proven by numerous scientific studies. A meta-analysis by the International Coach Federation shows that 80% of coached individuals experience a significant improvement in their self-efficacy. Other studies show positive effects on stress reduction, decision-making quality and interpersonal communication.

Research provides impressive results, particularly in the area of leadership development. A study by the Manchester Consulting Group showed an average return on investment of 5.7 times the coaching budget invested. The improvements were reflected in increased productivity, higher employee satisfaction and improved working relationships.

Neurobiological research explains why coaching is so effective: new neuronal connections are formed in the brain through targeted reflection and new experiences of action. This process, known as neuroplasticity, enables lasting changes in behavior. At Ihr Coaching Institut, we work exclusively with evidence-based methods that put these scientific findings into practice. Our certified coaches combine sound specialist knowledge with many years of practical experience.

The coaching process: procedure and phases

A professional coaching process follows a clear structure that is divided into several phases. In the orientation phase, the coach and client clarify the issue together, define specific goals and agree on the framework for the collaboration. This clarification of the assignment is crucial for later success, as it determines the direction and focus of the entire process.

During the work phase, new perspectives are opened up, resources activated and concrete action strategies developed with the help of various coaching methods. Your coach will ask specific questions to stimulate reflection and support you in developing individual solutions. Between sessions, you put the insights gained into practice and gain new experiences.

The final phase is used for reflection and sustainability assurance. Together, you evaluate the progress you have made, anchor successful strategies and plan the next steps for your further development. At Ihr Coaching Institut, we attach particular importance to careful evaluation so that you can clearly state the benefits of your coaching - both for yourself and for your employer.

Read also: Coaching costs & fee

Find out more about our coaching services: Business Coaching Frankfurt, Executive Coaching and Management coaching in Frankfurt and throughout Germany.

Author: Tim S. Tabrizi, owner and managing director of Ihr Coaching Institut.

About the author

Tim S. Tabrizi is an executive coach and the owner and managing director of Ihr Coaching Institut (Frankfurt). Certified executive coach (ICF, DBVC) with more than 20 years of experience. 35 coaches across Germany. LinkedIn profile | Author page →

Why we sometimes get stuck - and how coaching helps to change old patterns

Coaching is often about change - professional, private or personal. But change does not always go smoothly. Many clients encounter mental or emotional blocks that prevent them from breaking new ground or unleashing their full potential. This invisible resistance is not a sign of weakness, but a natural part of any development process.

In this article, you will find out which typical inner blockages often occur in coaching, why they arise - and how you can learn to dissolve them effectively in order to change old patterns of behavior and find new solutions.

1. „I must not fail“ - the fear of making mistakes

The desire to do everything right is deeply rooted. But those who are afraid of failing often avoid trying new things. Perfectionism can thus become a brake on personal growth.

How you can overcome this blockage:

• Reframing: Understand mistakes as learning impulses - not as failures. Every supposed mistake takes you further. Mistakes are feedback - not failure.
• Plan your first steps: Mental blocks dissolve more easily if the start remains feasible. Divide large goals into small stages so as not to overstrain yourself cognitively and to make the first step easier.
• Practicing mindfulness: Error-friendliness starts with self-acceptance. Admit to yourself right from the start that you will make mistakes and that they are a natural part of the process. Be aware that we all make mistakes, but only very few of us talk about them. That's why it often looks from the outside as if you are the only person who makes mistakes - although this is a fallacy.

💡 Historical example: Thomas Edison needed over 1,000 attempts before his light bulb worked. He said: „I didn't fail - I found 1,000 ways that didn't work.“ Mistakes are signposts for progress - even in coaching.

2. „I'm not good enough“ - self-doubt as an inner brake

Many people doubt their abilities - especially when they want to change. These negative beliefs are blocking and can be deeply rooted in childhood or previous behavioral patterns.

Helpful coaching methods:

• Make people aware of successes: Write down your previous successes - even small ones count. You can train your brain to be more aware of positive experiences. For example, it can help to write down a few points every day that went well that day.
• Resource work: What strengths, values and skills do you already have? How did you acquire or develop them? You can consolidate and reproduce these through systematic reflection.
• Recognize your inner voice: Question where this critical voice inside you comes from. Often these are inherited beliefs from parents, teachers or partners. These obstructive beliefs can be uncovered and dissolved at the root during coaching.

3. „This is too much change“ - excessive demands & resistance

Our brain loves stability. Any change is initially assessed as a potential danger - a protective function from evolution that is essential for survival. But today, this mechanism often prevents us from acting flexibly or breaking new ground.

Strategies against excessive demands:

• Set realistic interim goals: Small steps help to release mental blocks and anchor new routines in everyday life. Allow yourself to celebrate intermediate goals!
• Create rituals: They provide security and help to gently transform old patterns.
• Develop a self-image: Resistance is not a mistake - it is self-protection. If you understand it, you can consciously use it as a resource.

4. „I don't even know what I want“ - lack of clarity of purpose

The will to change is often there, but the goal remains vague. Without a clear direction, there is a lack of motivation - and the brain gets stuck in old, familiar behaviors.

How coaching creates clarity:

• Values work: What is really important to you? What values have shaped your own upbringing? How do you assess these values? Do you live in harmony with your values or is there a dissonance?
• Develop a vision for the future: Visualize your ideal life. Be as specific as possible. Where and how do you live? What hobbies do you have? Where and how often do you go on vacation? What do you spend your money on? Where do you work and how much?
• Apply the SMART method: You create focus and structure with specific, measurable, attractive, realistic and scheduled goals.
  Example: „I want to become more self-confident“ becomes „I want to actively contribute my opinion in every meeting by the end of the quarter in order to appear more confident.“

5 „Those who need help are weak“ - the myth of independence

Especially in performance-oriented environments, many people believe they have to do everything on their own. But those who engage in coaching show strength and personal responsibility. Coachees who are prepared to deal with their issues take the decisive step towards change.

Coaching can change this attitude:

• Check beliefs: Strength does not mean not needing help, but consciously accepting support. By examining your beliefs, you can get to the root of your blockages and find solutions that have a lasting effect.
• Recognize the role model: Those who dissolve blockages inspire others to do the same. Your entire environment will benefit from this, both privately and professionally. Be aware that you can set a transformation process in motion that will have an effect beyond you.
• Redefining coaching: Not as a sign of weakness, but as an effective tool for personal development.

6 „My environment doesn't allow it“ - recognizing external barriers

Sometimes the blockages lie outside yourself: family obligations, work pressure, financial limitations or lack of support.

Opportunities in coaching:

• Think systemically: What dynamics are at work in the environment? How do they influence your way of thinking and behavior?
• Improve communication: Addressing needs clearly helps to resolve misunderstandings.
• Set boundaries: Consciously leaving responsibility where it belongs - this stabilizes your own mindset.

Conclusion: blockages as an opportunity for growth

Mental blocks are not an obstacle, but a signpost. They show where development is possible and which issues need attention. With professional coaching, blockages can be uncovered sustainably and dissolved at the root.

If you face up to your inner resistance, you can transform old patterns step by step, build emotional stability and unleash your potential - at work, in everyday life and in life.

If you are wondering what invisible blockages are currently preventing you from achieving your goals, or how coaching can help you to overcome them, please contact us.

Ihr Coaching Institut in Frankfurt

About the author

Frequently asked questions

Practical tips: How to get the most out of your coaching

The success of a coaching process depends largely on your own willingness and preparation. Before you start coaching, you should take the time to clearly formulate your goals. What exactly do you want to change? What specific results do you expect? The more precise your objectives, the more focused the coaching process can be.

Between the individual sessions, it is important to actively integrate the insights you have gained into your everyday life. Keep a coaching diary in which you record your progress, challenges and "aha" moments. This reflection reinforces the transfer effect and makes your personal development visible. Many of our clients report that the time between sessions is crucial for lasting change.

Be open to new perspectives and be prepared to question habitual thought patterns. A good coach will challenge you without overwhelming you. Trust the process, even if individual steps seem unfamiliar at first. The best results are achieved when you get involved in the collaboration and play an active role in shaping it. Our experience at Ihr Coaching Institut in Frankfurt has shown that clients who have this basic attitude achieve their goals much faster and more sustainably.

Read also: Coaching costs & fee, Attitude in coaching, Coaching offers

Tim S. Tabrizi is an executive coach and the owner and managing director of Ihr Coaching Institut, headquartered in Frankfurt am Main. As a certified executive coach (ICF, DBVC), he has supported executives and companies across Germany for more than 20 years. His network of 35 experienced coaches covers all German metropolitan regions. LinkedIn profile | Ihr Coaching Institut on LinkedIn | Author page →

Do you know this too? The alarm clock rings, the day begins and it lurks in the back of your mind: that one, big, unpleasant task. You know you should get it done, overcome the procrastination. It's important. But instead, you check your emails, scroll through social media or tidy your desk for the third time. With every minute that passes, your inner restlessness and quiet, nagging guilty conscience grow. Welcome to the vicious circle of procrastination.

But what if I told you that there is an amazingly simple way to break this cycle? A method so effective that it can change your entire day? It is the Eat the Frog Method. It is your clear, tried-and-tested recipe against procrastination. At the end of this article, you will not only have understood a theory, but will have a simple and powerful plan in your hand that will enable you to start every single day productively, full of energy and with a feeling of triumph. Let's flip the switch together!

Why do we actually procrastinate? An honest look at psychology

Before we get into action, let's pause for a moment and understand what's going on inside us. Procrastination is not a weakness of character or laziness. It is a complex psychological mechanism, a kind of self-protection strategy of your brain.

Common reasons for procrastination are:

• Fear of failure: What if the result isn't good enough? The thought of it can be so paralyzing that it feels safer not to start at all.
• Perfectionism: The task must be completed perfectly - a demand that is so high that it blocks you.
• Feeling of being overwhelmed: The task seems like a huge, unconquerable mountain. You don't even know where to start.
• Missing instant reward: Unpleasant tasks often only promise long-term benefits, while distraction (e.g. a YouTube video) immediately releases dopamine.

When we recognize these patterns, we can stop judging ourselves. Instead, we give ourselves the chance to Overcoming procrastination and strategies that really work. And this is exactly where the ingeniously simple Eat the Frog Method to the Putting an end to procrastination.

The Eat the Frog method: the ingenious principle behind the strange name

The name sounds strange, but the principle is revolutionary. The method was popularized by productivity expert Brian Tracy, but the original idea goes back to a quote by the famous author Mark Twain:

„Eat a live frog first thing in the morning and nothing worse will happen to you the rest of the day.“

Applied to your time management, this means: complete your most important and unpleasant task (your „frog“) first thing in the day. Once you've done that, everything else that follows will feel like child's play. You start with the greatest sense of achievement and take this positive energy with you into the rest of the day.

Your „frog“ is...

• ... the one task with the greatest positive impact on your goals.
• ... the task you shirk the most.
• ... often exactly the task that really gets you ahead.

Overcome procrastination: The 3-step guide for practical use

You don't need complicated software or expensive courses. The Eat the Frog Method thrives on its simplicity. Simply follow these three steps to finally to get into action.

Step 1: Determine the frog of the day (the evening before!)

Take just five minutes every evening and look at your to-do list for the next day. Ask yourself: „If I could do just one thing tomorrow, what would have the biggest positive impact on my goals?“ That's your frog. Write this one task on a separate piece of paper or mark it prominently in your app. By making this decision the night before, you won't have to use your willpower the next morning for the Prioritize tasks waste. You can get started straight away.

Step 2: The undisturbed morning ritual

This is the decisive moment. Your frog is eaten FIRST. Not after your first coffee, not after checking your emails, but before. Create an environment in which you can enjoy your Find focus can.

• Put your smartphone in another room or switch it to flight mode.
• Close your email program and all unnecessary browser tabs.
• Inform colleagues or family that you do not want to be disturbed for the next hour.

This sacred time in the morning belongs only to you and your frog. It is the cornerstone of your new Morning routine for maximum productivity.

Step 3: The moment of triumph

As soon as you have „eaten“ the frog, pause for a moment. Feel the relief, the pride and the released energy. You've already done the worst for today! This feeling of triumph is your reward. It builds self-confidence and motivates you for all the other tasks of the day. Make a big, fat check mark behind the task and celebrate yourself for your discipline.

Mastering the Eat the Frog method: tips for the most common hurdles

Every beginning is... a change. Here are solutions to the typical stumbling blocks you might encounter.

Is your frog a giant toad? Here's how to dismantle it.

Sometimes a task seems so huge that it takes your breath away (e.g. „create a concept for the new project“). It's not a frog, it's a toad! Break it down into smaller, more tangible „frog legs“. Your frog for the day is then not the whole toad, but only the very first, feasible step.

• Instead of „Create a concept“, your frog could read: „Create a mind map with the three core objectives of the project.“
• Instead of „Write a book“, your frog could read: „Draft the outline for the first chapter.“

What to do with a whole frog pond?

Sometimes you have several important and unpleasant tasks. The „two-frog rule“ applies here: always eat the ugliest frog first. Ask yourself here too: Which of these frogs will have the greatest long-term impact? Which one would release the most mental energy once it's done? Decide on one and stick with it. Multitasking is the enemy of focus.

Pro tip: Combine the Eat the Frog Method with the Pomodoro technique. This is one of the most effective Self-management methods ever. Work on your frog with high concentration for 25 minutes, then take a 5-minute break. Repeat this cycle. The thought of „only having to last 25 minutes“ often makes it even easier to get started!

Smart helpers: these digital tools support your new habit

Although a simple notepad is often enough, these tools can help you to clearly define your frog:

• Todoist: Create a task, set the due date to tomorrow and mark it with priority 1 (P1). You will then immediately see it at the top of your daily view.
• TickTick: Similar to Todoist, you can give tasks a high priority and even start a timer for your Pomodoro units.
• Notion: For larger projects, you can create a master task list here and create a „frog of the day“ property to visually highlight your most important task.

Frequently asked questions about the Eat the Frog method

Read also: Coaching basics, Executive Coaching Frankfurt, Coaching costs & fee

Conclusion

Putting an end to procrastination is not an issue that can be reduced to a simple formula. The most important findings from this article:

• Professional support makes all the difference: Whether in a business or personal context - an experienced coach measurably accelerates development processes.
• Individual fit counts: There is no one-size-fits-all solution. The right method and the right coach are crucial to success.
• Act now: Knowledge alone changes nothing. The first step is always the most important - and often the most difficult.

If you are ready to take the next step, we are at your side as experienced sparring partners. A non-binding initial consultation will clarify whether and how we can support you.

Your path out of paralysis begins now

Imagine how it feels to end every working day with the feeling that you have already accomplished the most important things in the morning. No more guilty conscience, no more growing panic about an approaching deadline. Instead, you feel control, pride and an energy that carries you through the whole day. This is the transformation that the Eat the Frog Method has in store for you.

You now have everything you need. It's time to move from knowing to doing. What are you waiting for? Define your frog for tomorrow tonight and get started!

If you want to delve deeper into the subject, I recommend the original book „Eat That Frog!“ by Brian Tracy. It's a time management classic.

To the author:

Tim S. Tabrizi (Global Executive MBA, IESE Business School) is the owner and managing director of Ihr Coaching Institut in Frankfurt and Group CEO of infoteam Software AG. Previously, he was a member of the Executive Board of WS Audiology. 28 years of professional experience, more than 20 of them in leadership roles.

Today, he uses this extensive board experience to support managers and organizations in their development. As an executive coach, mentor and keynote speaker, he combines strategic thinking with practical implementation skills. His approach: making leadership effective - through clarity, a change of perspective and the consistent promotion of potential.

As an executive coach, mentor and keynote speaker, Tabrizi combines strategic foresight with the ability to meet people at eye level. He understands what it means to bear responsibility in times of uncertainty and transformation and inspires his clients to question old ways of thinking, adopt new perspectives and make a lasting impact as leaders. His mission is to guide leaders and organizations to not only survive in a complex world, but to realize their full potential.

About the author

Tim S. Tabrizi is an executive coach and the owner and managing director of Ihr Coaching Institut, headquartered in Frankfurt am Main. As a certified executive coach (ICF, DBVC), he has supported executives and companies across Germany for more than 20 years. His network of 35 experienced coaches covers all German metropolitan regions. LinkedIn profile | Ihr Coaching Institut on LinkedIn | Author page →