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24h / 365days

We offer support for our customers

Mon - Fri 8:00am - 5:00pm (GMT +1)

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Cybersteel Inc.
376-293 City Road, Suite 600
San Francisco, CA 94102

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+44 1234 567 890

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About us

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Services . Executive Coaching

To become a better leader

Master additional complexity and become the best leader you can become through Tripl3Leader. You will improve your executive performance by building outstanding leadership abilities relating to results on people, planet and profit. Our coaching is based on strong values and high ethical standards that will complement your company’s business objectives.

Your benefit

  • Be stronger in change initiation and implementation
  • Get ready for a new role, more complex, more powerful engagements
  • Value-based stakeholder management skills
  • Create new sustainable results through responsible leadership

For Short-Coaching: Coaching on Demand

Our approach

  • Transparent agreement upon coaching goals between supervisor, coachee, HR and coach
  • Mid-way and final reviews of progress
  • Face-to-face meetings in combination with telephone coaching
  • Additional contact and guidance in-between coaching sessions
  • A rich variety of resources and materials for the personal development


We coach for your personal success as well as your company’s sustainable results. The Tripl3Leader Executive Coaching assignment usually lasts 6 to 12 months and can be fully customized.
In mission-critical change situations we also coach small change leadership teams of 3 to 5 participants.

Further Information


Leading with values and communication:

When you get a new internal position, you might have to cope with new teams or even colleagues, who we're on the same job level as you. Maybe you're working on a new project and the complexity is getting out of hand. Maybe your project is at a critical situation. Then it's time to improve your executives performance through the combination of analyzation, communication and value-based stakeholder management skills.

To ensure a constant development, it is important to focus on new perspectives. Let's have a look on just two possible models, than can sharpen your leadership skills - the TO-GROW communication model and the VUCA learning model.


TO-GROW - Leading through the analyzation of communication

A path from problem to solution

It is easy to get lost in a conversation when things turn to be complex. This happens in conversations with team members, with clients or any other stakeholders.

The To GROW model offers a structure for the preparation of those meetings as well as for the analysis of meetings you may want to reflect and seek for better outcome in the next round. The model helps leaders to focus on what they want to achieve, on the current reality, to become better in observing possible options and to action next steps.

Every letter represents an action step:

To stands for the Topic a leader wants to focus on. The topic is usually something the leader brings to the meeting. However, employees or peers as well as bosses bring topics to a leader. In many cases, it is the first task of the leader to carve out what the exact topic is within a given certain problematic situation.

Goal. What does the leader want to achieve? What would be success in a given situation? A clear goal – also remember SMART – helps to align the organization, to focus on the bigger picture and to be thoughtful in resourcing talent, money and technology towards the goal in comparison with other efforts. The goal is the future ideal state.

Reality. What has happened until now and what is happening now? What are the important factors, which describe the situation best? Everything a leader senses to be currently different from the goal state. Reality can vary, depending on viewpoints, angles, different perspectives.

Options. What could a leader possibly do about the situation? Which different ways of treating the situation are there? What can a leader do to push the issue towards the future solution? Could be small steps, could be large programs. A leader can help to overcome thinking barriers and create more options.

Will do. What actions does the leader take? From the diverse options collected above, what are the few ones which will be acted upon? Also includes the question for resources. Who will do what, when? In this step clarity, commitment and support need to be achieved.

The combination of analyzing conversations and communication with value-based management skills will help increasing your perfomance in a outside of the team. 

VUCA - Value-based stakeholder management skills:


  • The pace of change is faster and more rapid than our ability to respond
  • The increased pace of change requires accelerated decision making
  • Changes are large scale and occur suddenly and usually require an urgent response
  • Leaders are left feel overwhelmed, stress, anxious and unprepared to lead effectively
  • The challenge for leaders is to learn to respond and manage change more effectively. To shift from reacting to change and move towards a more proactive response to change.
  • Command and control structures fail in fast changing and disruptive environments.


  • It`s difficult to get a handle on what`s actually happening
  • Leaders are required to act on incomplete or insufficient information
  • Leaders are more likely to rely on what seemed to have worked in the past
  • Too much information noise, not enough signal
  • Difficulty in "connecting the dots" to understand the outcomes of event


  • Difficulty in acting and drive the change to address the web of interrelated issues and concerns
  • Increased complexity makes it difficult to know where to start to drive change
  • Temptation to act on and implement short-term solutions and over rely on quick wins
  • Leaders lack the time on reflect and think through the complexities and end up acting too quickly
  • Mitigating actions do not address the root cause only the symptoms
  • The danger of getting stuck in analysis paralysis and end up acting too late


  • Failure to understand the significance of event
  • High risk of miss-interpreting events and responding inappropriately of in ineffective ways
  • Leaders are too far removes from the source and context of the event
  • Leaders act based on a limited understanding of events and their meaning


Gallwey, W. Timothy, 2003: The Inner Game of Tennis: Die Kunst der enspannten Konzentration. 1.Aufl. New School Verlag: Würzburg. 

Would you like to know more? please contact us!

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