Spezialcoaching für Fachkräfte und Führungskräfte
Spezialcoaching für Fachkräfte, die befördert wurden
Promoted from specialist to manager and feeling in over your head?

Most specialists often first have to learn how to win over employees and reconcile their technical and personnel tasks.

“Nerd coaching” will help you learn to manage more effectively, while motivating your team and enabling them to perform better over the long term. In turn, this will enable you to become an excellent manager – even with little management experience.

How is it that some specialists master all managerial tasks, easily win over employees, and find enough time for specialist projects – while others struggle to keep their desks empty?

Von der Fach- zur Führungskraft befördert und zu gefordert?

What sets these specialists apart from the rest? Do they have a natural born talent for managing employees?


From experience, I know that they simply apply the right methods and “tools” –
either intuitively or because they have been shown how.

ANYONE can learn these methods. Only a small few are born with natural leadership skills

The truth is:

Sooner or later, the majority of specialists find out (painfully) after a promotion that technical expertise is not enough to confidently and effectively manage employees.

As specialists with no management experience, they must quickly learn an entirely different set of skills to those that they are familiar with.

They must now win over their employees, lead them, successfully develop teams and delegate tasks efficiently.

Analysts, who for the most part are otherwise used to relying on their expertise, must now intuitively determine how they can motivate various personalities in difficult situations..

Or, for example, how they can deftly use and channel different group dynamics.

It is hardly any wonder that they struggle with time management and are emotionally overwhelmed by immensely demanding personnel tasks, without suitable coaching.

Ultimately, virtually no one is a born manager. Let alone the thoughtful and detail-loving “nerds”

Often, they are later forced to give up their beloved specialist projects, just to enable them to handle the challenging tasks of personnel management..

If they don’t, they are soon faced with twice as many tasks and items on their to-do list. And they suffer as a result of their assumed inefficiency…

A dilemma

That needn’t really exist.

From personal experience, I can promise you that you can master this balancing act through targeted coaching.

I myself am an engineer, who first moved into sales and then into a managerial position. And I know these challenges all too well!

Von der Fach- zur Führungskraft befördert und zu gefordert?

Führungskräfte Coaching von Nerd zu Nerd

Coaching from one nerd to another

I myself am a nerd – and have learned how to be a manager.

And you – or the managers for whom you are seeking a coach – can learn this, too.

With specially tailored methods, I can help specialists to quickly become excellent managers using a targeted approach.

In a free initial consultation, we will get to know each other and find out, how we can work together.

Please don’t hesitate to get in touch.

Führungskräfte Coaching & Teamentwicklung Holger Kampe

Coach für Führungskräfte & Teams Holger Kampe
Label Text

Hello, my name is Holger Kampe

Hello, my name is Holger Kampe
I have two degrees and 25 years of experience working as a trainer and coach. I regularly assist more than 60 companies in team development and cultivating management skills.

From experience, I know that change and conflict resolution within teams require methodical and specialist knowledge, but also curiosity, motivation, and a constructive approach to dealing with mistakes. My coaching supports and develops these various aspects.

But I also place a lot of value in infotainment, because I have found that a fun and appreciative atmosphere makes it easier for people to learn and work in a more productive, motivated way.

If you’d like to cultivate a happy and appreciative atmosphere among your team, why not organise a coaching session or a workshop? Schedule a free initial consultation today.

How will our cooperation take shape?

I work and coach in a systematic way because this enables my clients to achieve fast and effective change and results. My methods take into consideration the interests of all stakeholders, their relationships with one another and the context of their interactions.

In addition, I use agile methods, since the majority of tasks and problems within teams and companies are complex and cannot be solved using traditional management techniques and leadership principles.

I frequently hear from clients that they find the experience of working with me very entertaining, profitable, and results-orientated.

The process:

  • Briefing: getting to know one another, clarification of tasks and goals.
  • I will then create an offer and coaching plan.
  • Introduction and getting to know stakeholders in a team meeting or similar, alignment of needs and expectations.
  • Implementation of (online) coaching (combination of workshops and coaching also possible).
  • Debriefing: feedback and evaluation with manager and the primary client.

I charge a daily rate of €1800.00 plus planning and other expenses if applicable. All consultation formats can also be carried out online.

Within the scope of clarifying the assignment and in order to address your concerns, we agree on goals together. As coach, I am responsible for the achievement of these goals. I do not accept assignments unless the stated goals are achievable.

My coaching is perfect for you, if …

… you have a team or department, in which there are disagreements, conflicts or other problems. In this context, I will support all stakeholders in finding a solution.

… a department is taking on new tasks, undergoing changes, or they are preparing for a new fiscal year. Here, I provide support for the team and managers in developing understanding and cultivating motivation. I provide them with the methods and expertise which will enable them to implement changes or perform specific activities.

… the way in which a team or department is working together, conducting meetings, or simply the level at which they are performing, is no longer good. There is a feeling that certain things need to be done differently, better, or more promptly, or perhaps the fun and motivation have been lost. Here, I support all stakeholders in uncovering the exact causes and working to remedy them.

What results can you expect after management and team development coaching?

My coaching will ensure that:

  • Cooperation and the atmosphere in the team significantly improve.
  • The acceptance of differing personalities, interests and perspectives increases. There is more laughter, exchange between employees is more open and the sense of cohesion increases.
  • Challenges are approached as a team and the probability that they will be overcome is very high.
  • Working techniques change. Methodical competence, i.e., the way cooperation takes place significantly improves.
  • The performance of the team is more efficient and effective.
  • Team members collaborate more transparently with a greater degree of self-organisation.
  • In quickly changing companies and markets, employees and managers are able to better deal with increasing complexity and address future uncertainty. As individuals and as a team you are now more resilient.

As part of clarifying the job and addressing your concerns, we will agree on the coaching goals together. As coach, I am responsible for the achievement of these goals. I do not accept assignments unless I believe it is possible to achieve the stated goals.

FAQ – Frequently Asked Questions

The coaching is an investment that will help you save money in the long term. Afterwards, your team or department will communicate more efficiently and work faster. My coaching can also be tailored to your individual needs with regard to time. If you are short on time, then we can begin with a small, helpful step. This will very quickly help us save time going forward. In addition, I consider it part of my role to save you money and provide you with the support needed to make that happen.

Trust is based on familiarity. I have over 25 years of experience dealing with the mentality, issues and problems present in companies and teams. As a specialised coach, I combine systematic coaching with agile methods, because this approach has proven effective for my clients hundreds of times before. You as a manager will achieve quicker results and more impactful changes than those that are possible with traditional management techniques or other methods. And from my own experience as an engineer, who first worked in sales and then entered into a managerial role, I am familiar with the enormous developments that are made possible by targeted coaching.

Absolutely. It is my job to take each step together with you and your team in a way that works for you. Whatever my approach, it must be tailored to the team as a whole and your function, otherwise the coaching would not be effective.

No, under no circumstances. Changes are often only addressed when they have caused considerable problems. This is seldom the best solution … but certainly the most expensive! If you make a prompt start on developing your team, make a proactive or pre-emptive investment, then things will be much more relaxed for all stakeholders and processes will become efficient much more quickly. Waiting until the situation has escalated is a common mistake. Right now, you have time to calmly plan the best opportunity to begin the coaching and what issues to cover. This way you save on money, stress, and probably human resources too, that would otherwise be lost through the various obstacles created by conflict, inefficient structures, and any other inhibiting factors.

I do something, that has not been widely practiced by other coaches and team development specialists before now: I work “iteratively” and, where possible, closely with the client. This means that after I receive an initial briefing, I make a rough plan and present this to the participants (often in a meeting setting). I then make any necessary changes. Afterwards, there is at least one personal meeting with the client and often with the team, too. This way, my clients know what they are getting in advance. At this point the participants will also know me and what they can expect. This creates trust and lowers inhibitions. For the most part, change begins with the initial consultation and job clarification. This helps get to the heart of the issue. What’s more, with goal setting comes motivation and the confidence that improvement and development are possible.

What my clients have to say

“We have broken down existing thought patterns and become more open to new ideas”
I wanted to achieve more "smooth running", targeted leadership and support for employees and targeted exploitation of potential.

Before, I worked more reactively and solved employee issues as they came. The self-image was: I solve the problems of the employees so that they can run smoothly and celebrate success.

I worked actively with your support and proceeded with a clear method, priority, plan and strategy.

I particularly like the "humming head after 3 hours of coaching", as I affectionately call it. You succeed in breaking through existing thought patterns and in the end create openness for new things.

You then provide the respective method for the new one, which I can then add content to.

It has also become clear to me how important it is not only to structure discussions and meetings in terms of content, but also to consider the method and dramaturgy.

Felix Gläser, Head of the Regional Office of Leipzig ERGO Beratung und Vertrieb AG

“I have learnt a lot about myself and others. I now have a better understanding of why employees will or will not do something and find it easier to motivate and inspire them”
I sometimes had the feeling that my employees were doing what they thought I wanted them to do or what they once said they would do. However, it was not always considered what the background or the consequence of this is.

So I wanted to understand them better in order to be able to help them make the right decisions themselves.

I was also interested in independent feedback about myself and my approach as a supervisor, since feedback from employees often does not address unfavorable things.

I got to know Holger as a very nice and straightforward person who gives honest feedback. His questions have repeatedly inspired me to self-reflect and to reconsider approaches. I learned a lot about myself and others in the process.

Before the coaching, I was much more focused on my point of view. Now it is easier for me to understand why colleagues do something or not. This helps a lot in understanding them and ultimately convincing them or developing an alternative that benefits everyone.

Big AHA moments for me were, e.g. B. the classification of various colleagues and myself in a simple personality scheme.

Or the realization of why employees do not accept work simplifications, but stick to the old, cumbersome procedure. Or the positive influence of the question "What was good?" in order to leave the problem focus and shift to the solution focus.

Dr Klaus Hempel, Head of Research & Development at MANN & SCHRÖDER COSMETICS


Would you like to effortlessly reconcile your specialist and managerial projects and become an excellent manager?

Then let’s talk. I would be thrilled to assist you.