A leadership team of approximately 20 country CEOs and divisional leads in the energy sector.
A new leader + an industry facing unprecedented disruption — a rapid shift towards green energy, alongside geopolitical shocks and market volatility from the Russia-Ukraine war. The team needed to be bold, innovate, move fast and take risks together, but that required a level of trust and collaboration that was missing.
Help the team move from fear to trust, from silos to shared purpose, and from polite to honest – surfacing conflict and challenge rather than suppressing it – in order to grow and succeed in this changing market.
For three and a half years, from January 2022 to June 2025, I provided coaching support at three levels.
Quarterly Team Coaching in their 2-day SLT offsites across Europe – shifting the culture of the team through both structured team development and live coaching on business topics.
1:1 Executive Coaching – helping individual leaders operate at their growing edge and build confidence and clarity through monthly (for new team members) and/or ad hoc (for the team leader and the rest of the team) 1:1 coaching.
Leadership Summits – supporting a wider cultural shift by speaking and crafting leadership-development experiences for the broader team (100 leaders) at the annual Customer Solutions Summit.
After 18-months, the team consistently described the culture as different from anywhere else they’d worked. They felt empowered and supported by each other, with a genuine sense of belonging. Even when arriving at team offsites feeling tired or stressed, they left feeling energized and motivated. Conversations were consistently open and honest, with a healthy sharing of emotion, an ability to navigate differences of opinion, and a powerful balance of support and challenge.
The journey wasn’t tidy. There were exhilarating breakthroughs, sometimes followed by a sense of sliding backwards. But the depth of relationships and the willingness to be more open and honest became imprinted in the culture, growing both the individual leaders and the possibilities for the team. Even after the coaching came to an end, the effect of the work remained visible in the culture.
Marc Spieker, Member of the Management Board and COO-C of E.ON SE
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