Taking up a new role
Managing director of a subsidiary: representing your own line towards a foreign parent company.
Coaching · in the canton of Zug
Executive and management coaching in the canton of Zug
A protected working space for management boards and founders in the canton of Zug who decide in small teams across borders.
Working in the canton of Zug
The canton of Zug is small, dense and international: holdings, trading houses, commodity and technology companies and a number of digitally oriented firms share a canton with only a few hundred executives. Many teams are small, multilingual and embedded in foreign parent companies. Decisions are made quickly and often stay with the same person.
Most common working languages in the canton of Zug: German and English.
Coaching in the canton of Zug: what we secure
Tense situations and hard decisions
Founder or owner of a growing company: handing over leadership without losing control.
Developing your management practice
Leading a small, internationally composed team: clarifying expectations without drowning in daily work.
Coaching Zug: where we intervene
We work in the cities below and cover the whole canton of Zug.
Coaching in other cantons
The same support, adapted to each canton's economic fabric.
Coaching Zug: why choose SHR
Coaching Zug 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 Zug engagement aims at visible change at work.
Coaching Zug 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 Zug, never the content.
Our coaches know the local context and can run the Coaching Zug in the coachee’s working language, on site, at a neutral venue or online.
At the end of the Coaching Zug, a three-way review measures what has changed. To start Coaching Zug, a no-commitment first meeting checks that the working relationship can form.
How SHR coaching works — Coaching Zug
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 Zug
Do coaching sessions in the canton of Zug also take place online?
Yes, by videoconference or on site in your premises; many board members combine both formats.
Does coaching in this environment follow special confidentiality rules?
Yes. Content, objectives and progress are shared with third parties only with your explicit consent, including inside your own group.
How many coaching sessions should be planned in the canton of Zug?
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 Zug 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 Zug are German and English.
A situation to work on in the canton of Zug?
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.