Taking up a new role
A board member of a family firm: distinguishing owner interests, family matters and day-to-day operations.
Coaching · in the canton of Lucerne
Executive and management coaching in the canton of Lucerne
A working space for management boards and executives in the canton of Lucerne who lead operationally while keeping the business running.
Working in the canton of Lucerne
The canton of Lucerne combines tourism and hospitality, regional financial services and industrial SMEs, with a dense network of family firms. Many leadership roles sit in businesses of twenty to two hundred people where management is also operational. Seasonality, mountain regions and a strong association landscape shape the daily reality of leadership.
Most common working languages in the canton of Lucerne: German; in tourism businesses also English and French.
Coaching in the canton of Lucerne: what we secure
Tense situations and hard decisions
Leading seasonal teams: sustaining motivation, quality and staffing planning across a whole year.
Developing your management practice
Operations leadership in hospitality: moving from working alongside the team to actually leading it.
Coaching Lucerne: where we intervene
We work in the cities below and cover the whole canton of Lucerne.
Coaching in other cantons
The same support, adapted to each canton's economic fabric.
Coaching Lucerne: why choose SHR
Coaching Lucerne with SHR starts from a concrete goal set with the coachee and shared with the organisation: a new role, leadership presence, team management or workload balance. Every Coaching Lucerne engagement aims at visible change at work.
Coaching Lucerne relies on a three-way contract, spaced sessions and real situations worked on between meetings. Confidentiality is guaranteed: the organisation knows the goals of the Coaching Lucerne, never the content.
Our coaches know the local context and can run the Coaching Lucerne in the coachee’s working language, on site, at a neutral venue or online.
At the end of the Coaching Lucerne, a three-way review measures what has changed. To start Coaching Lucerne, a no-commitment first meeting checks that the working relationship can form.
How SHR coaching works — Coaching Lucerne
Useful coaching is judged by what changes at work, not by how comfortable the sessions feel. We start from a goal set with the coachee and agreed with the organisation, then track progress against it.
- 01
Chemistry meeting
A no-commitment conversation to check the fit between coach and coachee. If the alliance does not form, we propose another coach — it is the first condition for success.
- 02
Three-way contract
Coachee, manager or HR, and coach agree on two or three observable goals and on what stays confidential. The organisation knows the goals, never the content of sessions.
- 03
Working sessions
Spaced sessions that leave time to experiment in between: real situations, preparing difficult conversations, field feedback. Tools such as 360° feedback are used only when they serve the goal.
- 04
Review
A three-way review of the original goals, what has changed, what remains and how the organisation can support what comes next.
What coaching delivers in practice
- Written, shared goals reviewed at mid-point
- A clear confidentiality frame for the coachee
- A structured final review with the manager or HR
- Ways to consolidate progress after the engagement ends
What coaching is not
It is not therapy, not a disguised disciplinary measure and not a way to load an organisational problem onto one person. When the difficulty lies in structure, role or team, we say so and suggest the right lever.
Reference points we rely on
Meta-analyses of workplace coaching report positive effects on performance, well-being and self-regulation, while stressing the weight of relationship quality and clear goals. Our coaches follow a recognised code of ethics: confidentiality, no conflicts of interest, and referral to another professional when a need is clinical.
- Theeboom, T., Beersma, B., & van Vianen, A. E. M. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology, 9(1), 1–18.
- Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249–277.
- International Coaching Federation (2020). ICF Code of Ethics.
Frequently asked questions — coaching in the canton of Lucerne
Can coaching in the canton of Lucerne take place on site?
Yes. We come to your business or to a room nearby; videoconferencing is possible between meetings.
Do you also support business successions?
Yes, with the management board or with owner families — separately or in joint sessions.
How many coaching sessions should be planned in the canton of Lucerne?
Six to ten sessions as a rule, with objectives set at the start and a review after three or four meetings. The pace follows your calendar.
Is coaching in the canton of Lucerne confidential?
Yes. Session content is not passed to management or to third parties without your explicit agreement. The languages most used in the canton of Lucerne are German; in tourism businesses also English and French.
A situation to work on in the canton of Lucerne?
Describe the situation in a few lines: we call you back to frame the request and propose a method suited to it.
SHR — Swiss Human Resources — Esplanade de Pont-Rouge 9A, 1212 Lancy (Genève), Suisse · Monday–Friday, 8am–6pm.